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UTSCMGAD40H3Prof.Jan KlakurkaWinter

Becton Dickinson

OC289112 Page
20 Apr 2011
68
Companies today must constantly adapt to the global economy if they want to remain competitive. Strategies that worked in the past may have to be revis
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UTSCMGAD40H3Prof.Jan KlakurkaWinter

Chapter 14 Notes

OC28912 Page
20 Apr 2011
30
Chapter 14 levers of control for implementing strategy. Summarize the performance measurement and control system tools that are available to managers a
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UTSCMGAD40H3Prof.Jan KlakurkaWinter

Chapter 13 Notes

OC28912 Page
20 Apr 2011
29
Strategic risks are managed primarily by communicating effective boundaries both business conduct and strategic and installing good internal control. C
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UTSCMGAD40H3Prof.Jan KlakurkaWinter

Chapter 12 Notes

OC28912 Page
20 Apr 2011
20
In the business setting, managers must be sensitive to conditions that can cause specific categories of risk to become dangerous. To effectively manage
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UTSCMGAD40H3Prof.Jan KlakurkaWinter

Chapter 11 Notes

OC28912 Page
20 Apr 2011
30
Chapter 11 aligning performance goals and incentives. Successful strategy implementation requires communicating strategic choices to hundreds or thousa
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UTSCMGAD40H3Prof.Jan KlakurkaWinter

Chapter 11 Notes

OC28912 Page
20 Apr 2011
21
Chapter 11 aligning performance goals and incentives. Successful strategy implementation requires communicating strategic choices to hundreds or thousa
View Document
UTSCMGAD40H3Prof.Jan KlakurkaWinter

Chapter 10 Notes

OC28913 Page
20 Apr 2011
31
Chapter 10 using diagnostic and interactive control systems. To achieve financial and nonfinancial goals, managers must rely on the efforts and initiat
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UTSCMGAD40H3Prof.Jan KlakurkaWinter

MGAD40H3 Chapter Notes - Chapter 2: Deferral, Functional Skills Qualification, Performance Measurement

OC28912 Page
20 Apr 2011
26
Corporate strategy: the way that a firm attempts to maximize the value of the resources it controls. The focus is on where corporate resources will be
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UTSCMGAD40H3Prof.Jan KlakurkaWinter

Chapter 1 Notes

OC28913 Page
20 Apr 2011
39
Performance measurement & control systems: the formal, information based routines and procedures managers use to maintain or alter patterns in organiza
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UTSCMGSC46H3Phani RadhakrishnanWinter

Why Good Accountants do Bad Audits

OC28911 Page
19 Mar 2011
56
Our desires powerfully influence the way we interpret information, even when were trying to be objective and impartial. Armed with the same informatio
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UTSCMGSC46H3Phani RadhakrishnanWinter

Decision Making

OC28911 Page
19 Mar 2011
25
First, executives may fail to see or seek out key information needed to make a sound decision. Second, they may fail to use the information that they d
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UTSCMGSC46H3Phani RadhakrishnanWinter

Harnessing the Science of Persuasion

OC28912 Page
12 Mar 2011
37
The principle of liking: people like those who like them. The application: uncover real similarities and offer genuine praise. Controlled research has
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UTSCMGSC46H3Phani RadhakrishnanWinter

The Big Bang

OC28912 Page
22 Feb 2011
65
The big bang: the evolution of negotiation research. The core elements of getting to yes are: people: separate the people from the problem, interests:
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UTSCMGSC46H3Phani RadhakrishnanWinter

The motivational benefits of goal setting

OC28912 Page
12 Feb 2011
28
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UTSCMGSC46H3Phani RadhakrishnanWinter

The Case for Directive Leadership

OC28912 Page
12 Feb 2011
28
A democratic style will be effective only if followers are both willing and able to participate actively in the decision making process. Participation
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UTSCMGSC46H3Phani RadhakrishnanWinter

Feedback Effectiveness

OC28913 Page
31 Jan 2011
30
When employees do not receive feedback from their job, they will seek it on their own. Although feedback interventions were usually effective, in more
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UTSCMGSC46H3Phani RadhakrishnanWinter

The Manager's Job

OC28912 Page
24 Jan 2011
28
Managers usually say they plan, organize, coordinate, and control. However, this article will be introducing a more supportable and useful description
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UTSCMGSC46H3Phani RadhakrishnanWinter

Big 5 Personality Dimensions

OC28912 Page
23 Jan 2011
35
A dimension of cognitive style that distinguishes imaginative, creative people from down to earth conventional people. Openness is often presented as h
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UTSCMGSC46H3Phani RadhakrishnanWinter

MGSC46H3 Study Guide - Naan, Chesed, Sonat

OC28914 Page
23 Jan 2011
31
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