Start-Up Chile is a unique program to encourage entrepreneurs to bring their new ventures to Chile. Policymakers must evaluate its effectiveness in achieving economic and social goals.
Industries like restaurants and retail, which are populated by low-wage workers, have found it hard to increase employee productivity. New technology and methods are allowing them to increase their profits by shifting more work to their best workers.
Although a participative management style usually works best, new research finds an important exception: Low-status managers, who get better ratings and results when they take charge, set the course, and tell subordinates what to do.
Conventional wisdom holds that manufacturers and retailers see little benefit from unused coupons, but new research shows that unredeemed coupons serve as advertisements to consumers. In an experiment with eight retailers, the authors analyzed campaigns involving more than 500,000 targeted coupons for items representing more than 300 brands, mailed out over a 16-month period. They found that consumers who received but did not redeem coupons still typically increased their purchases in the associated stores. If businesses realized how powerful this increased awareness could be, they would take as much care with coupons as they do with other marketing materials, striving to delight customers, not simply to close a deal.
Leadership missteps are proliferating--perhaps because of the cognitive limitations of individuals. One antidote is multiple perspectives. Another is better information gathering. Gradually we are learning to tap the superior judgment of organizations.
What if the United States set out to be the world's leading exporter of education? Direct revenue from tuition would be only one of the benefits, because when foreign students return home to become entrepreneurs, they rely on the networks and tools they acquired in the U.S.--and they expand their home economies, creating demand for U.S. exports.
Three researchers set up a website to get ratings of almost 44,000 tweets. What they learned can help you make your messages on Twitter more useful and more appealing.
Managing for Ethical-Organizational Integrity is a three-chapter, 111-page book, written by Dr. Abe J. Zakhem, Associate Professor in the Department of Philosophy at Seton Hall University, and Dr. Daniel E. Palmer, Kent State University. Published by Business Expert Press in April, 2012, the text provides an overview of business ethics for managers and students. The authors argue that ethical-organizational integrity drives long-term company success and sustainable value production, serves to prevent illegal conduct, and contributes meaningfully to overall social welfare. The book aims to be a practical guide and discusses theory only as a secondary matter. The authors open the book by contrasting two possible conceptual frameworks for managing ethical-organizational integrity. The first is the neoclassical framework, which states that managers do best for themselves, their company, and best promote overall welfare by trying to maximize profits for shareholders. The authors believe this framework is myopic and advocate instead for a more expansive framework: the stakeholder management approach, which views the goals of long-term company success, sustainable value production, and satisfied stakeholder expectations as mutually dependent. This approach, the authors argue, provides a superior framework for understanding and fulfilling the ethical obligations of business and systematically promoting ethical-organizational integrity and company success. The authors go on to provide a step-by-step procedure for evaluating ethical decisions in business.
Managing for Ethical-Organizational Integrity is a three-chapter, 111-page book, written by Dr. Abe J. Zakhem, Associate Professor in the Department of Philosophy at Seton Hall University, and Dr. Daniel E. Palmer, Kent State University. Published by Business Expert Press in April, 2012, the text provides an overview of business ethics for managers and students. The authors argue that ethical-organizational integrity drives long-term company success and sustainable value production, serves to prevent illegal conduct, and contributes meaningfully to overall social welfare. The book aims to be a practical guide and discusses theory only as a secondary matter. In the second chapter, the authors explore the philosophical nature of stakeholder rights and corresponding managerial duties, and suggest methods to help resolve moral conflict when rights and duties conflict. More exacting and technical terminology is introduced to help clarify and define a hierarchy of moral rights, and is then used to identify and prioritize the rights of and corresponding obligations due to various stakeholders. The authors conclude with a series for questions for further research and discussion.
Managing for Ethical-Organizational Integrity is a three-chapter, 111-page book, written by Dr. Abe J. Zakhem, Associate Professor in the Department of Philosophy at Seton Hall University, and Dr. Daniel E. Palmer, Interim Assistant Dean for Academic Affairs at Kent State University. Published by Business Expert Press in April, 2012, the text provides an overview of business ethics for managers and students. The authors argue that ethical-organizational integrity drives long-term company success and sustainable value production, serves to prevent illegal conduct, and contributes meaningfully to overall social welfare. The book aims to be a practical guide and discusses theory only as a secondary matter. The authors begin Chapter 3 by delving into what constitutes ethical character, defining and describing the character traits befitting a manager's relationship with various stakeholders. Next, the authors identify the core features of ethics programs that promote intellectual and moral development, and provide concrete recommendations for creating and sustaining an ethical-organizational culture. The authors conclude with a series for questions for further research and discussion.
Managing for Ethical-Organizational Integrity is a 111-page book, written by Dr. Abe J. Zakhem, Associate Professor in the Department of Philosophy at Seton Hall University, and Dr. Daniel E. Palmer, Interim Assistant Dean for Academic Affairs at Kent State University. Published by Business Expert Press in April, 2012, the text provides an overview of business ethics for managers and students. The authors argue that ethical-organizational integrity drives long-term company success and sustainable value production, serves to prevent illegal conduct, and contributes meaningfully to overall social welfare. The book aims to be a practical guide and discusses theory only as a secondary matter. The appendices gathered in this final section of the book (here presented as a single chapter) range from the ethical statements and missions of major organizations to governmental decrees concerning individual rights. Specifically included are: Ford Motor Company's Code of Basic Working Conditions, ASPC Capability Checklist, International Code of Ethics for Sales and Marketing, Universal Declaration of Human Rights, Shareholder Key Rights as Identified by the OECD, U.S. Federal Sentencing Guidelines-Chapter 8, and the Johnson & Johnson Credo.
Unhaggle is a business model that uses a website to link up consumers with automobile dealers. The consumer describes the sort of vehicle they are looking for and the dealers compete to serve the consumer at the lowest possible price. The case illustrates how power in a negotiation comes from supply and demand. By bringing dealers to the consumer, Unhaggle helps drive down the cost of the vehicle to the consumer while reducing the dealer’s marketing costs. The case thus illustrates how technology changes a business, and specifically what players hold the power in a market. This case can also be used to illustrate a multi-player prisoner’s dilemma (game theory). Doing so involves arguing that dealers collectively would be better off if they refused to join Unhaggle’s dealer network (all would gain higher margins), but any individual dealer has an incentive to defect and join, in order to gain access to Unhaggle’s consumers.
In March 2010, the management of A.B. Corp. announced its plan to select a definite location for its central warehouse. The company, a major producer of agriculture and farm equipment, had gone through three consecutive years of financial loss as a result of increasing production costs. Management had to select a central warehouse between four candidates, based on the location of five distribution centres, the loads to be transferred, and other factors such as land costs and tax.
In 2004, Holland College formed a not-for-profit organization with the Canadian policing community and National Research Council to create the Canadian Police Knowledge Network (CPKN). In 2011, CPKN is Canada's leading provider of e-learning solutions for Canadian law enforcement, with more than 60,500 registered learners - including customers such as the Regina-based Royal Canadian Mounted Police and INTERPOL. To date, these learners have successfully completed more than 161,000 course events. Despite CPKN's recent successes, its president believes there is significant potential for growing the organization and he is looking for ways to reach new customers and improve the financial performance of the organization.
In March 2010, the management of A.B. Corp. announced its plan to select a definite location for its central warehouse. The company, a major producer of agriculture and farm equipment, had gone through three consecutive years of financial loss as a result of increasing production costs. Management had to select a central warehouse between four candidates, based on the location of five distribution centres, the loads to be transferred, and other factors such as land costs and tax.
Unhaggle is a business model that uses a website to link up consumers with automobile dealers. The consumer describes the sort of vehicle they are looking for and the dealers compete to serve the consumer at the lowest possible price. The case illustrates how power in a negotiation comes from supply and demand. By bringing dealers to the consumer, Unhaggle helps drive down the cost of the vehicle to the consumer while reducing the dealer's marketing costs. The case thus illustrates how technology changes a business, and specifically what players hold the power in a market. This case can also be used to illustrate a multi-player prisoner's dilemma (game theory). Doing so involves arguing that dealers collectively would be better off if they refused to join Unhaggle's dealer network (all would gain higher margins), but any individual dealer has an incentive to defect and join, in order to gain access to Unhaggle's consumers.
This case and its companion case, "Dayton Foundry" (UVA-QA-0788), are a supply-chain negotiation for which there is a narrow zone of potential agreement. Locating outcomes in that zone is challenging due to differences in raw material costs (real and perceived), potentially extreme opening offers, lack of commitment to do a deal, and different interpretations of history. The difference in raw material costs can provide an opportunity for mutually beneficial agreements to be reached. The cases are updated versions of "RMC: Hydra Division" (UVA-QA-0399) and "Akron Foundry" (UVA-QA-0398); the contract is for December 2011 and the aluminum price data are for 2010 and 2011.
This case and its companion case, "TMC: Hydra Division" (UVA-QA-0787), are a supply-chain negotiation for which there is a narrow zone of potential agreement. Locating outcomes in that zone is challenging due to differences in raw material costs (real and perceived), potentially extreme opening offers, lack of commitment to do a deal, and different interpretations of history. The difference in raw material costs can provide an opportunity for mutually beneficial agreements to be reached. The cases are updated versions of "Akron Foundry" (UVA-QA-0398) and "RMC: Hydra Division" (UVA-QA-0399); the contract is for December 2011 and the aluminum price data are for 2010 and 2011.
In 2011, Kaiser Permanente Northern California (KPNC) region's efforts to reduce mortality in their 21 hospitals is showing promise. They developed and launched a region-wide initiative to improve the treatment of sepsis, a serious and often deadly medical condition. The case illustrates the challenges of spreading change in a complex, highly interdependent organization, and presents an alternative framework to traditional management models for addressing such situations. It also asks students to consider how change should be made under conditions of uncertainty, in which best performances remain unknown.