In the novel, The Grapes of Wrath, the author, John Steinbeck, explores the themes of family, betrayal, and social class struggles. Readers see the historical significance of the Dust Bowl and witness the effects on a fictional family named the Joads. Dust storms of the 1930s force travel upon people of the American prairie as agriculture, ecology, and economy enter a period of pure havoc. The characters evolve extensively throughout the plot due to the historically challenging migration
that challenge gender stereotypes and break out of the norms of society, she creates a book that dissolves gender barriers. With her use of strong, unique characters, Alice is able to change the way people viewed women and men. Characters like Shug Avery and Harpo defy the gender roles expected of them, and influence those around them to change their roles in society as well. While there are characters that reflect gender norms, there are still an overwhelming amount of people who challenge the stereotypes
three largest retailers are all from Germany. Their success and solid base in the home country lay as a base for their international operations. Lidl clearly has an internationalization strategy that usually leads to success. Their strategy is also one of standardization. When Lidl made their withdrawal from the Norwegian market after only 3.5 years of operation, it was certainly an unexpected move from such a large company, usually 2 known for its decisiveness
housewives and mothers and the realities of their daily routines. True, most were materially well off. The majority had families, a house in the suburbs, and the amenities of an affluent society. But amid that good fortune they felt fragmented, almost as if they had no identity of their own. And it was not only college graduates. "I 've tried everything women are supposed to do," one woman confessed to Friedan. "Hobbies, gardening, pickling, canning, being very social with my neighbors, joining committees
women” (Heffernan, 2002, p. 9). Business Week followed with a cover story on the new gender gap, stating, “Men could become losers in a global economy that values mental power over might” (Conlin, 2003, p. 78). Readers of these articles might conclude that contemporary women are well prepared for leadership and have some advantages that men do not possess. Now examine statements of a different sort. Consider, for example, a New York Times editorial clearly stating that being a woman is a decided disadvantage
Innovation and entrepreneurship are fundamental drivers in today s economy, even for well-established MNCs like LVMH. Vigorous product and process innovation contributes to LVMH s long-standing success. The challenge for entrepreneurs at the maturity stage is to keep their passion and momentum to create new growth for the company. However, this doesn t seem a problem for Bernald Arnault, who has been the CEO of LVMH since 1988. 2 Contents 1. Introduction 2. The strategic position 2.1 External environment
conclusions, or recommendations expressed in this publication are those of the author(s) and do not necessarily reflect the view of the organizations or agencies that provided support for this project. International Standard Book Number 0-309-XXXXX-X (Book) International Standard Book Number 0-309- XXXXX -X (PDF) Library of Congress Control Number: 00 XXXXXX Additional copies of this report are available from the National Academies Press, 500 Fifth Street, N.W., Lockbox 285, Washington, DC 20055; (800)
Cathy Tsao, WestEd Mark Wilson, University of California, Berkeley Osnat Zur, WestEd Advisers on English Language Development and Cultural Diversity Alison Wishard Guerra, University of California, San Diego Gisela Jia, The City University of New York Rebeca Valdivia, WestEd Ann-Marie Wiese, WestEd Marlene Zepeda, California State University, Los Angeles Universal Design Advisers Maurine Ballard-Rosa, California State University, Sacramento Meryl Berk, Vision Consultant, Early Education
individuals have used this intervention? Exemplary case studies are reported where available. 6. HOW/WHEN WILL OUTCOMES BE ASSESSED: How has the intervention been evaluated? 7. CHARACTERISTICS OF TYPICAL PARTICIPANTS: CEO, upper or lower management, new hires, blue collar, education level, etc., of typical participants are reported. 8. TIME-FRAME OF THE INTERVENTION ITSELF: How long does the intervention take? 9. TIME-FRAME OF ANTICIPATED CHANGE: When should results be observed? 10. RESOURCES
Contemporary Management, Fourth Edition Jones−George Driving Shareholder Value Morin−Jarrell Leadership, Fifth Edition Hughes−Ginnett−Curphy The Art of M & A: Merger/Acquisitions/Buyout Guide, Third Edition Reed−Lajoux and others . . . This book was printed on recycled paper. Management http://www.mhhe.com/primis/online/ Copyright ©2005 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright