articles 11 to 24 of 24
As Chinese firms increasingly turn their attention to strengthening their ability to compete in the global economy, they have a new challenge -- developing international expertise. One way they are doing this is by turning to Western executive education programs, which can include everything from courses in finance, marketing and corporate governance to a visit to Bloomingdale's and meals at noted Western restaurants.
From: November 01, 2006
Professional athletes face unusual challenges related to financial management, especially since their peak earning period lasts a relatively short time, often just a few years. Knowledge@Wharton asked Ken Shropshire, professor of legal studies and business ethics and director of the Wharton sports business initiative, to discuss this topic with Kailee Wong, linebacker for the Houston Texans. Wong attended an executive education program at Wharton co-sponsored by the NFL and NFLPA.
From: March 03, 2006
Hall of Fame footballer Ronnie Lott is sitting in front of a classroom, lecturing a small group of fellow players about the importance of learning the playbook. But the playbook that he is discussing has nothing to do with running and tackling. Lott is counseling a group of current and former NFL players on making the transition from pro football to business. It's part of a year-long executive education program called "Entrepreneurial Management: Transitioning with Success," organized by the Wharton Sports Business Initiative and sponsored by the NFL and the NFL Players Association. Lott's talk is one of the follow-up sessions that are a key part of the program, which focuses on everything from financial analysis and entrepreneurship to real estate development and stock market investing.
From: October 05, 2005
This is not a book about crisis management. It is not about managing public relations, the victims, the lawyers, or the shareholders. It is about discipline, culture, and learning from the experiences of others to improve the odds that you can avoid the things we label as accidents, disasters, or crises altogether. In Will Your Next Business Mistake Be Fatal?, Robert E. Mittelstaedt, Jr. argues that even if you do not totally avoid such situations, knowledge of the typical patterns that occur should help you create an organization that is observant enough to intervene early and minimize damage.
From: August 25, 2004
With more than 20 million people registered on the monster.com job search site, it’s clear that we are a workforce on the move. In a recent executive education session, Peter Cappelli, director of Wharton’s Center for Human Resources, explained how a dramatically different labor market is changing not just the way people are hired and fired, but how they view their jobs, their employers and their careers.
From: December 05, 2001
The business climate for companies today is a little like playing Pac-Man, says Alec Hudnut, CEO of the e-learning company Quisic. In other words, it’s eat or be eaten, and success depends a lot on how you handle the whole question of funding. Hudnut talked about the Internet, the corporate training industry and the evolution of Quisic at Wharton’s e-Commerce Speakers Series.
From: March 19, 2001
Is the lecture hall outdated? Management education needs to be radically rethought for an Internet age, becoming more customizable, with delivery anytime and anyplace, and more applied, interactive learning. Two Wharton professors, Jerry Wind and David Reibstein, discuss a new paradigm for management education facilitated by advances in information technology and how it might be integrated into a decision support system. Wind is also leading the creation of a program that attempts to implement these principles in practice.
From: August 30, 2000
As more firms move beyond risk assessment into risk management, the need for increasingly sophisticated analyses, including simulation models, is crucial. A three-day executive education course at Wharton, Decision Models for Management, tackles many of the challenges that risk managers confront on a daily basis, ranging from product mix decisions and applications of optimization models to operations management and marketing, portfolio optimization and yield management.
From: December 10, 1999
Almost every company these days collects reams of data about its customers and their transactions. The coming of the Internet has made this task both easier and faster. But how can companies drill through these mountainloads of data to unearth crucial insights and knowledge about customer behavior and market trends? Jacob Zahavi, a visiting professor at Wharton, and his colleagues Lyle Ungar and Robert Stine, plan to address the challenges of data mining in a short course at Wharton next month.
From: December 10, 1999
Do increasing sales mean that a company is in sound financial health? Not necessarily, replies John Percival, an adjunct professor at Wharton. Rising sales combined with high accounts receivable could mean that customers are buying products but not paying for them. “Increasing a company’s sales means a corresponding increase in costs for such things as production equipment, labor and inventory,” he says. “A company should concentrate on sustainable growth, which is characterized by increasing profit (as opposed to sales).” Percival teaches a six-week course about understanding financial statements, which addresses these issues and more.
From: September 01, 1999
If CEOs only talked more to one another, they could accomplish so much more. Sounds obvious? Perhaps. But Howard Perlmutter, an emeritus professor at Wharton who is a pioneer in the study of global corporations, has developed a framework that facilitates what he calls "deep dialog." The framework also identifies some of the principal hurdles to such communication. At a time when more and more mergers are creating global corporations, such structured conversations--and efforts to identify factors that impede them--may hold the key to success.
From: August 04, 1999
From morning decisions over who will pick up the kids until the nightly tug-of-war over which television shows to watch, all of us face negotiations as a part of daily life. Of course, the stakes are highest when our careers and fortunes depend on how well we manage the negotiation process. But, as Richard Shell and Stuart Diamond point out in Wharton's Executive Negotiation Workshop, the process looks much the same every time someone wants something from somebody else. Shell and Diamond teach a systematic approach to negotiation, large and small.
From: July 23, 1999
When a titan like Merrill Lynch declares its intention to offer online trades, as it did in early June, it means that electronic trading is here to stay. A Wharton program organized with the Securities Industry Association in April analyzed the impact of electronic trading on traditional brokerage and global stock markets. “The paradigm of investing is shifting,” acknowledges Mark Lackritz, president of the SIA. “At one time, the securities industry had two monopolies, on information and on execution. Today both those monopolies are gone.”
From: June 08, 1999
How does a company develop senior executives on the fast track? Time was when a deep understanding of the business and corporate culture was essential to their growth. In today's fast-paced world, where globalization and technology are turning markets topsy turvy, a new approach is vital. Some insights on how companies can develop high-voltage leadership.
From: May 24, 1999
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