11653 Chapters
Medium 9781576757680

Chapter Ten: Action 4: Increasing the Value of Your Networks

Gratton, Lynda Berrett-Koehler Publishers ePub

People who Glow are skilled at increasing the value of their networks and at balancing their networks between acquaintances and close friends who are similar to them with more extensive networks of people who are very different from them. They know that sometimes the most interesting and most innovative ideas come from people whom they barely know and who are very different from them.

Your closest friends are dear to you. It is they who provide the emotional support, warmth, love, and understanding that are so important to your happiness and well-being. It is they who help you through your darkest moments, who know your idiosyncrasies and your foibles.

But if you want to increase your ability to Glow, you will have to do more than concentrate on your closest friends. It is natural to keep your friends close, but by focusing too much of your energy on them, you run the risk of severely limiting your capacity to create the sort of energy and innovation Harry did when he reached out to Julie and her network.

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Medium 9781780644608

24: Mountain Tourism Supply-chain Networks in Cross-border Settings: The Case of Intercerdanya, Spain

Richins, H.; Hull, J.S. CABI PDF


Mountain Tourism Supply-chain

Networks in Cross-border Settings:

The Case of Intercerdanya, Spain

Dani Blasco,* Jaume Guia and Lluís Prats

University of Girona, Girona, Spain


(Zhang et al., 2009). Tapper and Font (2004) define a tourism supply chain (TSC) as a chain

Mountain tourism refers to tourism activities that comprises the suppliers of all the goods and that take place in mountain settings. Previous services that go into the delivery of tourism prodresearch has paid attention to many facets of ucts to consumers. In the case of a winter sport mountain tourism, e.g. mountain tourism plan- tour operator, the supply chain comprises: (i) ning and development, environmental, socio-­ ski-product suppliers such as ski resorts, ski cultural and economic impacts of mountain tour- schools, ski rental companies, etc.; (ii) bed and ism and mountain tourists’ motivations (Godde food suppliers such as hotels, apartments, other accommodation services, restaurants and other et al., 2000).

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Medium 9780874251845

50 Wildest Ideas

Cox Geof HRD Press PDF
50Wildest Ideas
Description: This activity encourages a group to consider the wildest ideas to solve a particular problem, and then use them as springboards to develop possible solutions.SituationsThis activity is a particularly useful tool in discouraging a group from considering only conventional and obvious solutions to a particular problem. It is also a good warm-up activity to a solution-finding session or other activity where free association or creative thought is required.

Objectives: To develop possible solutions for a specific problemTo encourage creative thinkingTrainer GuidanceOften, groups and individuals follow conventional and traditional ideas when developing possible solutions to a problem. This activity helps them break out of this“rutted thinking” and generates an atmosphere of creativity.The ideas initially generated will probably be outrageous and impossible to implement. However, by trying to find acceptable ways of toning down the idea and making it more acceptable, the impossible can quite often be developed into a possible solution. The process of using an extreme idea as a springboard to generating other ideas is a demonstration of the possibilities of lateral thinking— using a stimulus to follow different lines of thought. See All Chapters
Medium 9781576750322

Chapter 10 Managing a Unified World: Global Order out of Local Institutions

Halal, William E. Berrett-Koehler Publishers ePub

Global Order out of Local Institutions

While previous chapters have focused on the United States, similar economic transitions are under way in other countries throughout the world. East Europe, Russia, and China are struggling to make market systems work, and the European Union is beginning to dismantle its welfare state. Even Japan, once thought to be invincible, is being forced to free its economy from overregulation and social conformity.

Just as the New Management uses a wholistic perspective to view organizations as complete socioeconomic systems, these global changes can be best understood by seeing the Earth as a whole system in its own right. Today, a fragmented world is coming together as the electrifying force of knowledge, technology, and capital flows instantaneously around the globe. Throughout history the idea of a unified world was unthinkable. But just within the past few years the Earth has been integrating before our eyes.1

In 1994, the Asia Pacific Economic Cooperation (APEC) forum, which includes the United States, Japan, China, and fifteen other nations, making up half the world’s economy, agreed to eliminate all trade barriers over the next two decades. The European Union is planning to introduce a common currency by the year 2000 as it expands to include almost one billion people. And the leaders of thirty-three nations pledged to unify economically the American continent from Alaska to Argentina by the year 2005. In a decade or two, the same self-interested cooperation now driving the growth of these regional blocs should merge them together into a single global market. Akio Morita, former chairman of Sony, has called for the removal of all trade barriers between North America, Europe, and Asia.2

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Medium 9781567262773

Chapter 1 - The Components of a Contractor’s Ethics Program

O'Connor, Terrence M. Berrett-Koehler Publishers ePub

   The new ethics rules added to the Federal Acquisition Regulation (FAR) in late 2007 (see Appendix A) cover three components of a contractor’s ethics program:

A written code of business ethics

An internal control system to help contractors and their employees comply with the code

An ethics training program (also referred to as an ethics awareness program).

   The changes made in late 2008 (see Appendix B) converted the “suggested” components of an internal control system to “required” components, described in more detail what a company’s ethics training program should involve, and imposed a self-disclosure requirement on contractors.

   A contractor can take two different approaches to implementing these rules:

Do only what the FAR requires—do the “shall” but not the “should”

Go beyond the “shall” and do the “should”

   This chapter describes the self-disclosure requirements FAR imposes on all contractors as well as the three components of a contractor’s ethics program that apply to some but not all contractors. In doing so, we take the aggressive approach and assume that any contractor would want the benefits of being seen as “a good contractor” (see Preface, p. xiv) in the eyes of a contracting officer and therefore would want to adopt not only those ethics provisions required of the contractor but also those that FAR encourages a contractor to voluntarily adopt, the “shoulds.” Chapter 2 focuses on the applicability of the components of an ethics program to different types and sizes of contracts.

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