Business Analysis And Valuation Using Financial Statements Text And Cases 3rd Edition Krishna G. Palepu, Paul M. Healy, Victor L Bernard - Solutions

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10. How does creaUVl ? p
9, Whal teristics that are likely to allow a group to be ~e the aroc creative Or inn0\''3UVC7 . •,y and innovat.t onc onnect w.i th entreprcneurshi ?
8. Compare fle.'Cibilityo f thinking \\1th flu
7. What are some personal barriers to creati,ity? What a.re some organizational barriers to creativity?
6. Can creative abilityb e increased?\\ bat are the cbaracterisroifc asc re3.0\-ien dhidual?
S. Explain the alternative way that creati\'ity can be charactc:rized as a sequence of divergent and convergent thinking.
4. Discuss creativity in relation to left-braintright-brain or whole-brain thinking.
3. What is meant by the term-learning innovation"?
2. What are the 10 forces in the twenty-first cenrury business en,"ironm.ent that will make innovation necessary?
1. Distinguish between creativity and innovation.
5. Be able to define the following (in order of first occurrence):
4. Describe and apply various techniques for enhancing individual and group creativity.
3. Explain the role of management in supporting creativity and innovation in organizations.
2. Identify instances of innovation in organizations.
1. Descnbe the relationships among creativity, innovation, and entrepreneurship.
■ What techniques can you use 10 improve individual and group creativity?
■ Ho" can oreanizations support creativity and innovation?
■ What impact does management have on creativity and innovation?
■ What makes a person an entrepreneur?
■ \my 15 mnovauon
■ ls it possible 10 becOme more creative·. .,,._ · · · cn·11·ca1to doing business m the twenty-first century?
■ ls crea11vi1yso me mg yo • ?
■ Are onl.y .a rtists crteha. tive? u are born with or a skill you can develop?
10. What is success?
9. What are examples of alternative schedule choices?
8. What are career paths? How can they help you?
7. Who has the responsibility for career development?
6. Are meetings time wasters or communication tools?
5. What is meant by the technology paradox?
4. Can or should anger be eliminated?
3. Why are workaholics "Fortune's favorite children""?
2. Whal arc the differences between eustress and distress?
1. Why di? we introduce, study, and discuss personal development-
9. Define and apply the followingt erms and concepts (in order of first occurrence):
8. Develop your own personal action plans for career development.
7. Discuss the stages in career development and career advancement.
6. lm~r.o~•we ork habits includingr eading,p aperwork, telephone, e-mail, and other workplace aCllYllleS.
S. Use various tools and techniques of time control.
4. Set time priorities consistent with goals.
3. List at least four ways to manage stress.
2. Describe the differences between Type A, H, and B behaviors.
I. Distinguish between stress and tension, and between distress and eustress.
■ How do I measure success?
■ How many times do I anticipate changing jobs before then?
■ What do I want to be doing five years [rom now? Ten? Twenty?
■ When should I start thinking about my career development?
■ Whoser esponsibilityis career development?
■ How can I better manage my 1
■ What roles do stress an timet P"m e?A m I in cont.r ol of my ti.m e?
■ Is stress good or bad? What I ?d. lay in my personal development.
7. What are major human relations challenges or problems?
6. What are imponant organizational values?
5. How do attitudes and other personal values impact business and employee relationships?
4. How do honesty, loyalty, and mutual trust impact business and emplO}'CC relationships?
3. What are imponant "ethics check- questions? What are important pnnciples of ethical power for individuals and organizations?
2. What are the differences and similarities between personal and org;mizational values?
1. What are your most important guiding values?
6. Define and apply the following terms and concepts (in order of first oc:rurrence):
s. Examine personal and corporate ,·alucs and their impact on the organizacioo of work.
4. Discuss the organizational values that arc common to most organizations· success.
3. Discuss unique personal values Lltat hold the key 10 most people' success.
2. DiscU5s organizational or corporate values tltat work in concen .,.;th perwna! ,alues.
1. Define values generally and specifically for yourself.
■ Which of these values are most imponant in how other people treat }OU?
■ Whal importance do we put on equity and fairness, entrepreneurship. teamwork.. and leadership.among other organizational values?
■ Whal importance do we put on counesy, compassion. dependability, and pe.rse,crance.among other pe~nal values?
■ Whal importance do we put on ethics, hone5Ly. loyalty, trust, and commiLTnent, among other values?
■ Are our values as a society changing?
■ Do more mature individuals have more mature values?
■ Whal arc your most imponan1 values v.;Lh respect 10 how you treat others? Where did tltev come from-parent.s, grandparent.s, teachers, peers. others? ·
■ Is there some overlap in organizational and personal values?
■ Are there differences between organizational and pe~nal values?
■ Whal are values?
4. Describe your emotional intelligence profile. W~ere are your su:engths? Which area(s) of El do you believe you should work to 11Dpro,--eW? hat is ~-our plan for improvement?
3. What does the term emotional intelligence mean to yon?
2. Describe the difference between intrapersonal and interpersonal competencies.
1. How imponant is emotional intelligence lo your career and personal relationships?Explain.
■ How would managing emotions enhance today's workplace?
■ Is it possible to increase your emotional intelligence?
■ Can you express how you are feeling without acting out bow you are feeling?
■ Do you know how to deal with people who are angry?
■ How important is emotional intelligence in your personal life and career development?
■ ls being emotional necessarily bad?
■ Do you feel in control of your emotions?
9. Distinguish among leadership, management. administration. and supervision.
8. What are the three basic skills required of all managers? Which set of skills is most important to the middle manager?
7. What are recurrent themes in human relations?
6. What are the newest developments in human relations?
5. What were major findings of the Hawthorne studies?
4. What is meant by the term scientific management?
3. What are the various disciplines involved in human relations that require an interdisciplinary approach?
2. Can you name misconceptions about human relations that reading and studying this chapter may have helped clarify?
1. ".'hat is your d_e(inition of human relations? Why would the study of human relat10ns be more important to the supervisor than the average worker?
■ Are the skills required of managers changing?
■ ls responsibility a two-way street between the employer and the employee?
■ Why would the study of human relations be more important to Lhe supervisor than to Lhe average worker?
■ Why should we study human relations?
■ What is your definition of human relations?
Consider the following two earnings forecasting models:E,(EPS) is the expected forecast of earnings per share for year t+1, given informa- tion available at t. Model 1 is usually called a random walk model for earnings. whereas Model 2 is called a mean-reverting model. The earnings per share for
As discussed in the chapter, on April 6, 1998, Citicorp and Travelers Group announced an agreement to merge to become Citigroup Inc., a global financial service provider. Under the merger, each company’s shareholders owned 50 percent of the combined firm. Citicorp shareholders exchanged each of

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Business Analysis And Valuation Using Financial Statements Text And Cases 3rd Edition Krishna G. Palepu, Paul M. Healy, Victor L Bernard - Solutions

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