Southern Cross University ePublications@SCU Theses 2010 Conflict management and emotional intelligence Yu Fai Leung Southern Cross University, keith.leung.yu.fai@gmail.com Suggested Citation Leung, YF 2010, 'Conflict management and emotional intelligence ', DBA thesis, Southern Cross University, Lismore, NSW. Copyright YF Leung 2010 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual
I. Background In recent years, Liberia, Guinea, and Sierra Leone have launched major healthcare initiatives in order to expand and improve access to services. However, the state of health systems for the last 20 years is difficult to overcome. Liberia and Sierra Leone were each embroiled in civil wars until the mid-2000s. Porous borders and a shared diamond belt meant that their conflicts were often shared, as political strife, violence, looting, armed forces, and refugees moved to neighboring countries
School of Sustainable Development of Society and Technology Malardalen University Eskilstuna-Västerås Spring Term: 2012 Students Brand Preferences Between Apple and Samsung Smartphone Master Thesis Tutor: Carl G Thunman Group 2901 Maha Al Azzawi Mac Anthony Nzube Ezeh (mai11002) (meh08001) ABSTRACT Date University Course Authors Tutor Examiner Title May 2012 Mälardalen University School of Sustainable Development of Society and Technology Master Thesis, EFO 705 Maha Al-azzawi & Mac Anthony
FACTORS AFFECTING CUSTOMER SATISFACTION : A STUDY ON MARUTI-SUZUKI Name : PROSEN SAHA 11/MBA/34 AKNOWLEDGEMENT Firstly, I would like to thank my project guide Mr.Subhadip Sarkar for giving me the opportunity to work on this project. His valuable suggestions, guidance and supervision had helped us to a great extent in accomplishing this project. This project has no doubt has given us the knowledge and the experience. I also take this opportunity to thank all the Respondents for their
are the TOP10 causes of Project failure that Mathew can think of (they are not in any kind of order): #1. Lacking Sponsor 's Involvement/Ownership #2. Halo Effect (Wrong Man for the Job) #3. Poor HR Management #4. Poor/Inadequate Project Communications #5. Ignoring Project Stakeholders #6. Absence of Risk Management #7. Scope Creep/Unrealistic Expectations ( scope creep: Frequent and uncontrolled changes in the scope or requirements of a project) #8. Lack of Monitoring of Plan #9. Absence
Government of India b i n n o v a i c u l t u r w u s i n e s f E N T R E P R E N E UR S H I P m n a d c a t i o n u o n P l o y m e n t l t h e v i r o n m e n t n a n c e A Study by National Knowledge Commission Entrepreneurship in India National Knowledge Commission 2008 ©National Knowledge Commission, 2008 This report has been prepared by Amlanjyoti Goswami, Namita Dalmia and Megha Pradhan with support and guidance from Dr. Ashok Kolaskar and Mr. Sunil Bahri. Table
Contents Introduction 3 1 Madonna 21 2 Laura Ashley Holdings plc: The Battle for Survival 26 3 The US Airline Industry in 2002 33 4 DaimlerChrysler and the World Automobile Industry 41 5 Wal-Mart Stores Inc., May 2002 49 6 Eastman Kodak: Meeting the Digital Challenge 62 7 Organizational Restructuring within the Royal Dutch/Shell Group 70 8 Harley-Davidson, Inc., January 2001 77 9 Online Broking Strategies: Merrill Lynch, Charles Schwab and E*Trade 83 10 11 12 Emi and the CT Scanner
(Continued from front flap) is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University. He is widely published in strategy and business journals and was the fourth most cited management scholar from 1996–2006. is a professor of leadership at INSEAD. He consults to organizations around the world on innovation, globalization, and transformation and has published extensively in leading academic and business journals. is the Robert and Jane Cizik
a distinctive feature of teamwork at the assembly line is successive work actions to assemble different parts of a product. On the other hand, where the goal is to improve the production process, group teamwork is much more about complexity, communication and integrative work (O’Leary-Kelly, 1994). For the purposes of this study, teamwork is understood in a broader context without drawing a distinction between teams and work groups; it thus encompasses the following definitions: • team: ‘Groups
Management Course: MBA−10 General Management California College for Health Sciences MBA Program McGraw-Hill/Irwin abc McGraw−Hill Primis ISBN: 0−390−58539−4 Text: Effective Behavior in Organizations, Seventh Edition Cohen Harvard Business Review Finance Articles The Power of Management Capital Feigenbaum−Feigenbaum International Management, Sixth Edition Hodgetts−Luthans−Doh Contemporary Management, Fourth Edition Jones−George Driving Shareholder Value Morin−Jarrell Leadership