Valentine's manual of old New York.

Editor: H. C. Brown.

Catalogue

Title Varies: 18 -35, Catalogue of the Corporation, Faculty and Students; 1836/37-1883/84, Catalogue of the Officers and Students

Annual report

First rept. printed at Guthrie, Okla

Fabrication of U. S. S. stainless and heat resisting steels.

"Seventh printing, 1957."

Report

Continuation of the Report of the Corporation Commission. (North Carolina. Corporation Commission)

Mortality tables.

Mode of access: Internet.

Cases and other materials on security,

Mode of access: Internet.

Trade practice and price law, federal,

Includes index.

O BLOG CORPORATIVO COMO DESAFIO PARA OS PROFISSIONAIS DE COMUNICAÇÃO

As características desejadas a um blog corporativo eficiente do ponto de vista da comunicação são o tema desta dissertação. Buscou-se compreendê-las, assim como listá-las, verificar a aplicabilidade de tais características e relacionar ganhos à imagem pública de uma empresa através da ferramenta. A metodologia empregada foi o estudo múltiplo de casos, com análise de cinco blogs que contêm a maior parte das competências sugeridas em protocolo de avaliação construído a partir de leituras, entrevistas e visitas a blogs. Cada blog estudado possui pontos fortes distintos, mas também melhorias que precisam ser consideradas. Comportamentos de abertura e transparência totais ao diálogo ainda são mais discursos que práticas nas organizações brasileiras, que precisam aproveitar melhor as oportunidades de relacionamento que as mídias sociais trouxeram.

COMUNICAÇÃO E MEIO AMBIENTE NO FORTALECIMENTO DA MARCA

Esta dissertação visa ampliar a discussão sobre comunicação e meio ambiente no fortalecimento de marcas e na consolidação da boa imagem das corporações. O estudo foi feito por meio de pesquisas qualitativas com algumas das mais importantes empresas em atividade no Brasil, representantes de segmentos emblemáticos, e que demonstraram já se utilizar não apenas dos apoios à preservação da natureza, mas, de uma maneira mais ampla, do cumprimento da responsabilidade social para ganharem credibilidade perante o consumidor e a sociedade, num exercício de transcendência simbólica em que não há culpados. A mudança de foco ocorrida na década de 1980, quando as companhias decidiram fortalecer suas marcas, e não mais a produção de bens, mostrou-se, do ponto de vista das corporações, ser uma alternativa muito interessante para elevar ganhos. Essa estratégia fez com que as empresas associassem suas marcas às boas ações socioambientais, o que tem gerado algumas melhorias e sinalizado que esta postura já é um diferencial de mercado. Mesmo assim, acima de todo simbolismo planejado e da força do capital, ainda está a ira da natureza devastando cidades, num exercício forçado de conscientização que deverá ditar relações mais humana s e transparentes em futuro próximo.

Comunicação e meio ambiente no fortalecimento da marca

Esta dissertação visa ampliar a discussão sobre comunicação e meio ambiente no fortalecimento de marcas e na consolidação da boa imagem das corporações. O estudo foi feito por meio de pesquisas qualitativas com algumas das mais importantes empresas em atividade no Brasil, representantes de segmentos emblemáticos, e que demonstraram já se utilizar não apenas dos apoios à preservação da natureza, mas, de uma maneira mais ampla, do cumprimento da responsabilidade social para ganharem credibilidade perante o consumidor e a sociedade, num exercício de transcendência simbólica em que não há culpados. A mudança de foco ocorrida na década de 1980, quando as companhias decidiram fortalecer suas marcas, e não mais a produção de bens, mostrou-se, do ponto de vista das corporações, ser uma alternativa muito interessante para elevar ganhos...(AU)

Managers' personal values as drivers of corporate social responsibility

In this theoretical paper, motives for CSR are considered. An underlying assumption is that the commercial imperative is not the sole driver of CSR decision-making in private sector companies, but that the formal adoption and implementation of CSR by corporations could be associated with the changing personal values of individual managers. These values may find expression through the opportunity to exercise discretion, which may arise in various ways. It is suggested that in so far as CSR initiatives represent individuals' values, so the “responsibility” in evidence is less obviously “corporate.” Our emphasis on personal initiative is intended to counter a tendency to view the corporation as the agent, and may serve to remind us that individuals can, indeed, make a difference.

Managing Strategic Change

The essay - Managing Strategic Change – by K. Michael Haywood, Associate Professor, School of Hotel and Food Administration, University of Guelph, is initially characterized by Haywood as: “The ability to manage strategic change is critical for hospitality industry executives today. Executives must be capable of creating a vision of the future and implementing its direction. The author gives avenues for that management process.” “The effective management of strategic change is the major challenge confronting hospitality executives,” says Associate Professor Haywood. “Responding to a rapidly changing business environment and constantly evolving competitive threats and opportunities requires executives who can anticipate and plan for change.” According to Professor Haywood, the management of strategic change is a future imperative for hospitality executives. Implementing those changes will be even more difficult. “Survival and growth for many hospitality firms during the next decade will depend on the development of new strategic visions which can provide significant competitive advantages,” he says. “Strategies for managing costs and technology will be central to this task,” Haywood expands the thought. Haywood suggests two primary types of change hospitality executives should be aware of. First, is change that is anticipated, anticipatory change. Second, is the other more crucial type of change, strategic change in the face of crisis, or simply stated, reactive change. Professor Haywood describes the distinction between the two. In describing the approach that should be implemented in responding to an anticipatory change, Haywood says, “If time permits, and change is to be introduced gradually, pilots and trials should be run to assess the impact of the new strategy on the organization. These trials are used to create pockets of commitment throughout the corporation, build comfort levels with the new approach, and neutralize or win over potential opposition.” There are the obvious advantages to using an approach like the one described above, but there are disadvantages as well. Haywood discusses both. In addressing reactive change, Haywood offers that the process is a more - time is of the essence – condition, and that strong leadership and a firm hand on employee control is imperative. “Personal leadership, tough-mindedness, the willingness to ruthlessly abandon the familiar and the past, and the use of informal strategic levers are the hallmarks of sterling executive performance in such periods,” he says. “All these changes involve substantial technical, financial, and human risks,” Haywood wants you to know. “In order to make them, and still remain competitive, hospitality and travel-related corporations require executives capable of creating a vision of the future, able to sell that vision to their employees, and tough-minded enough to implement strategies to make the vision a reality.”

Corporate Responsibility on a "Grand" Scale: MGM's Employment Outreach Program

The world's largest hotel, casino, and theme park has demonstrated that corporate responsibility to the community and corporate self-interest need not be mutually exclusive. MGM's human resource department established an employment outreach program that hired 1,462 economically disadvantaged persons from the community. This effort was a "win-win" situation for the both the community and the corporation and the hotel received a significant wage credit from the Job Training Partnership Act.

Adult Alternatives for Social Drinking: A Direction

In their survey/study - Adult Alternatives for Social Drinking: A Direction - by John Dienhart and Sandra Strick, Assistant Professors, Department of Restaurant, Hotel and Institutional Management, Purdue University, Dienhart and Strick begin with: “Changes in consumer habits have brought about a change in the business of selling alcoholic drinks and have impacted upon hotel food and beverage operations. The authors surveyed a sample of hotel corporate food and beverage directors to ascertain how they are handling this challenge.” Dienhart and Strick declare that the alcoholic beverage market, sale and consumption thereof, has taken a bit of a hit in contemporary society. “Even to the casual observer, it's obvious that the bar and beverage industry has undergone a great deal of change in the past few years,” say the authors. “Observations include a change in the types of drinks people are ordering, as well as a decrease in the number of drinks being sold,” they qualify. Dienhart and Strick allude to an increase in the federal excise tax, attacks from alcohol awareness groups, the diminished capacity of bars and restaurants to offer happy hours, increased liability insurance premiums as well as third-party liability issues, and people’s awareness of their own mortality as some of the reasons for the change. To quantify some empirical data on beverage consumption the Restaurant, Hotel, and Institutional Management Department of Purdue University conducted a study “… to determine if observed trends could be documented with hard data.” In regards to the subject, the study asks and answers a lot of interesting questions with the results presented to concerned followers via percentages. Typical of the results are: “When asked whether the corporation experienced a change in alcoholic sales in the past year, 67 percent reported a decrease in the amount of alcohol sold.” “Sixty-two percent of the respondents reported an increase in non-alcoholic sales over the past year. The average size of the increase was 8 percent. What Dienhart and Strick observe is that the decrease in alcoholic beverage consumption has resulted in a net increase for non-alcoholic beverage consumption. What are termed specialty drinks are gaining a foothold in the market, say the authors. “These include traditional cocktails made with alcohol-free products, as well as creative new juice based drinks, cream based drinks, carbonated beverages, and heated drinks,” say Dienhart and Strick by way of citation . Another result of the non-alcoholic consumption trend is the emergence of some novel marketing approaches by beer, wine, and spirits producers, including price increases on their alcohol based beverages as well as the introduction of faux alcoholic drinks like non-alcoholic beer and wine. Who or what is the big winner in all of this? That distinction might go to bottled water!