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The Bill, Please! Households' Real Returns on Financial Assets Since the Introduction of the Euro
(2019)
As the business environment is constantly changing, development in the leadership area is also needed. What works just fine a few years ago cannot longer be used as effective leadership skills. Therefore this thesis deals with the changing requirements for future leader focusing on coaching as a leadership instrument.
Führungskraft Ingenieur
(2019)
Führungskraft Ingenieur
(2010)
Many articles claim that the structure of a self-organizing team achieves the highest level of agility. Therefore, this paper examines the assumption about the agility of self-organizing teams. This is done through a qualitative secondary research which answers the following questions:
1. What are the required attributes for a workforce to be agile?
2. What are the characteristics and attributes of self-organizing teams?
3. Do self-organizing teams fulfill the requirements of an agile workforce? If yes, how?
Through literature reviews the requirements that make a workforce agile and the characteristics of self-organizing teams are observed. It is considered that if the characteristics (which makes up the structure) of self-organizing teams fulfill the requirements of an agile workforce, this claim is then believed to be valid.
The results of such an examination shows that an agile workforce needs to be empowered, capable and competent, adaptive and flexible, team oriented, cooperative and collaborative and continuously given feedback and trained. Similarly, the observed characteristics of self-organizing teams describe them to be autonomous, communicative and collaborative, redundant and reconfigurable, cross-functional, team oriented and capable of learning.
Through an analysis of the findings, it is confirmed that self-organizing teams fulfill the basic requirements of an agile workforce. Therefore, self-organizing teams are considered to be agile. Finally, companies that seek agility are advised to adopt the structure of self-organizing teams.
With information on corporate ethical behavior now more accessible than ever, consumers have become increasingly socially and environmentally aware, which has translated into a growing demand for ethically made products. For ethically minded consumers, certification labels such as fair trade or organic are simple indicators of whether a product meets their ethical standards. For companies that wish to become certified, which is a lengthy and sometimes expensive process, there are several pertinent questions to consider, such as how much customers really value particular labels and whether multiple labels yield significant added competitive benefits. One should also consider how best to collect this information, because simply asking customers via surveys isn’t guaranteed to return results that actually reflect or predict real-life behavior (Carrington et al. 2010). For this paper, we collected information on consumers’ willingness to pay for products with the organic and fair trade labels (both individually and in combination) using two different methods: a traditional questionnaire and a reaction-time based electronic research method designed to reveal subconscious value perceptions. The factors involved were product type and number of labels. We found little evidence to suggest that additional ethical labels significantly increase willingness to pay.