Understand the history of management by studying management theories from the Industrial Revolution to today.

This course provides business students an alternative to the mechanistic view of strategy execution that reframes an organization as a complex network of teams continuously adjusting to market conditions and to other teams. The Flexible Execution Model is introduced consisting of seven elements that together shape how well an organization executes its strategy. Practical tools that help leaders achieve their organizations’ strategic priorities are discussed. The course also explores novel ways to use data including surveys, Glassdoor reviews, and other sources to measure strategy execution and identify what is and is not working.

Executive leadership exposes the leaner to leadership at the top of the organisation.

This exercise allows students to explore how people with site-impairment “read” documents and digital media using screen readers. It provides students with a sample memorandum to review for communications effectiveness. Then, by using a freely downloadable screen reader (and/or an enabled text-to-talk feature) and an embedded accessibility checker, students will evaluate the accessibility of the sample memo. With an altered appreciation of audience (now aware of sight-impairment disability), students will revise the memo using universal design principles and best practices for creating accessible documents. Using those experiences, students will be guided to reflect upon other disabilities and accommodations in the workplace. Finally, students will explore ability privileges and create a plan to identify, monitor and control blind spots. | Introductory except from a presentation at the Eastern Academy of Management on 26 June 2020 | Appendix containing ideas for modifying the exercise

The author's goals in writing Exploring Business were simple: (1) introduce students to business in an exciting way and (2) provide faculty with a fully developed teaching package that allows them to do the former. Toward those ends, the following features are included in this text:1- Integrated (Optional) Nike Case Study: A Nike case study is available for instructors who wish to introduce students to business using an exciting and integrated case. Through an in-depth study of a real company, students learn about the functional areas of business and how these areas fit together. Studying a dynamic organization on a real-time basis allows students to discover the challenges that it faces, and exposes them to critical issues affecting the business, such as globalization, ethics and social responsibility, product innovation, diversity, supply chain management, and e-business.2- A Progressive (Optional) Business Plan: Having students develop a business plan in the course introduces students to the excitement and challenges of starting a business and helps them discover how the functional areas of business interact. This textbook package includes an optionalintegrated business plan project modeled after one refined by the author and her teaching team over the past ten years.3- AACSB Emphasis: The text provides end-of-chapter questions, problems, and cases that ask students to do more than regurgitate information. Most require students to gather information, assess a situation, think about it critically, and reach a conclusion. Each chapter presents ten Questions and Problems as well as five cases on areas of skill and knowledge endorsed by AACSB: Learning on the Web, Career Opportunities, The Ethics Angle, Team-Building Skills, and The Global View. More than 70% of end-of-chapter items help students build skills in areas designated as critical by AACSB, including analytical skills, ethical awareness and reasoning abilities, multicultural understanding and globalization, use of information technology, and communications and team oriented skills. Each AACSB inspired exercise is identified by an AACSB tag and a note indicating the relevant skill area.4- Author-Written Instructor Manual (IM): For the past eleven years, Karen Collins has been developing, coordinating and teaching (to over 3,500 students) an Introduction to Business course. Sections of the course have been taught by a mix of permanent faculty, graduate students, and adjuncts.

The learning resources presented here have been developed through an ERASMUS+ project for adult education entitled “FARMINFIN: Farming concepts and innovative funding/financing” (Project Nº: 2019-1-BE01-KA202-050397) carried out between 2019 and 2021.

The FARMINFIN project provides farmers with the needed competences for the implementation of innovative financing means tailored adequately for their own farms, entrepreneurial approach and personal circumstances.

FARMINFIN training material is aimed at young farmers taking over the business of their parents or simply aiming at business development. For them it is very important to have a solid financial basis for their agricultural businesses!

FARMINFIN has developed a web-based app where you can access to all the project’s training materials which are available in 7 languages: English, French, German, Spanish, Italian, Czech and Swedish. Through our learning platform you will be able to:

1. Get an overview of the actual situation of innovative financing in family farms in Europe and the available financing tools.
2. Gain knowledge and experience from selected best practices across Europe.
3. Foster professional handling of innovative financing means by farmers.
4. Strengthen economic and socio-economic viability of family farms, and therefore deliver added value to rural development.

The training resources you will find are the following:

SUMMARY REPORT: here you will find an overview of the situation of alternative ways of financing in the farming sector in Europe. The report provides a picture of the common findings across participating project countries, which have been analysed in more detail. You will find also in this section a downloadable annex that graphically shows all the data collected during the development of the report and can be viewed in detail segmented by country.

CATALOGUE: In the catalogue you will find not only a list of the main subsidies’ lines and general financing products, but also the financing products adapted to agriculture and more importantly, a large catalogue of the main products of alternative or innovative financing illustrated with a diagram showing the actors involved and the relationships between them. More specifically, the catalogue has identified:
- 14 of the main lines of subsidies.
- Main general funding products categorised into:
o Public sector (both European and national);
o Short-term private sector (11 tools identified);
o Long-term private sector (8 tools identified).
- Main financing products adapted to agriculture, for the agricultural, livestock and forestry sector.
- Main innovative financing products, where a total of 21 innovative financing tools have been catalogued in detail, including diagrams to illustrate how they work.

BEST PRACTICES: in this section you will find a series of 17 examples of farms across Europe that represent a wide range of best practices in the implementation of innovative financing schemes in the farming sector. Through this section you will learn from real experiences, reading about farmer’s problems related to financing and how they solved them. Learning from existing experiences will surely inspire you.

TRAINING MODULES: learning materials plenty of tips and suggestions on how to deal with relevant topics around the financing of your farm. In addition to the prepared contents of the modules, there is an opportunity to self-test your initial knowledge before taking the module and there is also a test at the end of the module to see whether you understood the contents. The modules also include useful templates, canvas and tools to be used in your learning pathway as well as in your professional activity.

For all components of the learning platform, information is provided in a comprehensive and user-friendly design and the materials can also be downloaded in PDF format.

The use of performance feedback in the workplace has gained popularity over the years, yet school heads have been challenged in providing it to teachers. In the initial interview, they shared that evaluation results can impact teachers’ motivation, and that feedback should be done carefully. However, they failed to clearly articulate a specific mechanism that had been applied in this vital role. Also, no studies have provided clear detail on the feedback mechanism used by school heads in the past. For this reason, a study explored the feedback mechanisms employed by school heads in conveying the performance evaluation results to teachers. This study employed a narrative inquiry, and interviews were conducted with five school heads and five teachers who were chosen purposively for this research. Responses were recorded using a voice recorder. These responses were transcribed and analyzed using thematic narrative analysis. Based on transcripts, the study identified six emergent themes, such as conversational (one-on-one), relational, reflective, technical, reinforcing, and properly situated mechanisms in conveying performance evaluation results to teachers. Thus, a new feedback mechanism framework was developed.

Documentos generados en cada unidad administrativa para el inicio de un proceso de contratación pública

The following resource was shared by Jonas Lamb at the University of Alaska Southeast.Each year, Faculty Champions are recognized for their efforts to utilize Open Educational Resources (OER) or Affordable Educational Resources (AER) as required materials in their course(s). Increasing the use of OER is a strategic goal for Academics at UAS and use of OER and AER is recognized as as a form of academic leadership which advances innovation in teaching (a component of the UAS Value of Excellence) and learning with impact beyond UAS classrooms. The resources here are sample faculty recognition letter templates used to recognize faculty using OER and how the adoption of OER in their classroom has impacted students. You can learn more on their website. 

This six-week summer course teaches basic concepts of corporate financial accounting and reporting. This information is widely used in making investment decisions, corporate and managerial performance assessment, and valuation of firms. Students perform economics-based analysis of accounting information from the viewpoint of the users of accounting information (especially senior managers) rather than the preparer (the accountant). This course is restricted to MIT Sloan Fellows in Innovation and Global Leadership.

This six-week summer course teaches basic concepts of corporate financial accounting and reporting. This information is widely used in making investment decisions, corporate and managerial performance assessment, and valuation of firms. Students perform economics-based analysis of accounting information from the viewpoint of the users of accounting information (especially senior managers) rather than the preparer (the accountant). This course is restricted to MIT Sloan Fellows in Innovation and Global Leadership.

Our goal is to help you develop a framework for understanding financial, managerial, and tax reports. The course goal is divided into five subordinate challenges that can help you organize the way you learn accounting:

The record keeping and reporting challenge
The computation challenge
The judgment challenge
The usage challenge
The search challenge

The course adopts a decision-maker perspective of accounting by emphasizing the relation between accounting data and the underlying economic events generating them. Restricted to first-year Sloan MBA students.
Acknowledgements
Acknowledgment is hereby given to Professor G. Peter Wilson for his authorship of the following content in this course:

The Five Challenges (see Syllabus and Lecture 1)
“What Do Intel and Accountants Have in Common?” (see Lecture 1)
A Conceptual Framework for Financial Accounting (see Lecture 1)

Financial Management studies corporate finance and capital markets, emphasizing the financial aspects of managerial decisions. It touches on all areas of finance, including the valuation of real and financial assets, risk management and financial derivatives, the trade-off between risk and expected return, and corporate financing and dividend policy. The course draws heavily on empirical research to help guide managerial decisions.

Financial Statements & Present Value Models

Short Description:
This book is for those whose financial management focus is on small businesses. For you, we adapt the traditional financial management themes emphasized in corporate financial management courses to meet the needs of small businesses.

Long Description:
This book is for those whose financial management focus is on small businesses. For you, we adapt the traditional financial management themes emphasized in corporate financial management courses to meet the needs of small businesses.

Many financial managers of small businesses come from farms or agribusinesses. Others are interested in working for or starting businesses in the food or retail sectors. In most cases, these businesses aren’t organized as C-corporations impacting things like taxes, depreciation, and legal requirements around compiling and reporting financial data. They are rarely publicly traded which creates unique constraints to raising debt and equity capital and calculating required risk-adjusted returns.

These financial managers are interested in solving specific problems they face in family or small businesses. They want to know how to apply the tools they are learning—coordinated financial statement analysis, present value analysis, management of cash flow, measuring their opportunity costs, etc.—to the problems they face at home. As we started to work on the actual problems faced by these managers, it quickly became clear that corporate finance tools don’t exactly fit the small businesses they come from. Further, in attempting to tackle the problems they bring, we learned that finding and/or constructing the data needed for financial management is another skill set often overlooked and in need of development. In the end, after investing a lot of time, we found that—without adaptation—corporate finance theory as traditionally taught doesn’t meet the knowledge needs and application skills of financial managers of small businesses. We wrote this book to be a catalyst that enables students and managers of small businesses to learn the tools and skill sets that will help them make sound financial management decisions.

Word Count: 179566

ISBN: 978-1-62610-114-2

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

15.514 is an intensive introduction to the preparation and interpretation of financial information for investors (external users) and managers (internal users) and to the use of financial instruments to support system and project creation. The course adopts a decision-maker perspective on accounting and finance with the goal of helping students develop a framework for understanding financial, managerial, and tax reports. 15.514 is restricted to System Design and Management students.
Acknowledgements
Acknowledgement is hereby given to Professor G. Peter Wilson for his authorship of the following content in this course:

The Five Challenges (see Syllabus and Lecture 1)
“What Do Intel and Accountants Have in Common?” (see Lecture 1)
A Conceptual Framework for Financial Accounting (see Lecture 1)

Advice for companies on picking partners to do business with in China. Kirk O. Hanson, executive director of the Markkula Center for Applied Ethics, interviews Stephan Rothlin, general secretary of the Center for International Business Ethics in Beijing

Randall Gausman, former CFO of Rae Systems, talks with Kirk O. Hanson, executive director of the Markkula Center for Applied Ethics, about the steps he took when he became aware of FCPA violations in a joint venture with China.

This paper serves as an exploration into some of the ways in which organizations can promote, capture, share, and manage the valuable knowledge of their employees. The problem is that employees typically do not share valuable information, skills, or expertise with other employees or with the entire organization. The author uses research as well as her graduate studies in the field of Human Resource Development (HRD) and professional career experiences as an instructor and training and development consultant to make a correlation between the informal workplace learning experiences that exist in the workplace and the need to promote, capture, and support them so they can be shared throughout the organization. This process, referred to as knowledge sharing, is the exchange of information, skills, or expertise among employees of an organization that forms a valuable intangible asset and is dependent upon an organization culture that includes knowledge sharing, especially the sharing of the knowledge and skills that are acquired through informal workplace learning; performance support to promote informal workplace learning; and knowledge management to transform valuable informal workplace learning into knowledge that is promoted, captured, and shared throughout the organization.

Word Count: 38420

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)