We've also devoted a large portion of the issue to green topics, especially as they relate to Owen. For me, the challenge is that at the end of the day we are trying to produce something that the consumer wants to buy. Information drives decisions and purchases, especially in the wake of the green wave we're experiencing in consumer products.
Information D R I V E S decisions and purchases, especially in the wake of the G R E E N T I D E we feel in C O N S U M E R products.
ACCOUNTING
The stock market actually rewards companies for reducing their risk.” But if interest rate swaps were done to improve earnings, it was less clear how the market would react. They also found that managers were significantly more likely to engage in interest rate swaps that increased their amount of floating debt when (a) their earnings were closer to analysts' consensus forecast and (b) when short-term earnings were obtained through moving interest. expenses in the future have enabled them to meet market expectations. All these findings, Jenkins says, support a conclusion that the use of interest rate swaps to manage earnings is a common practice.
When they examined how the market responds to this tactic, Jenkins and her colleagues came up with one answer: "It depends." On the one hand, she explains, companies that meet earnings forecasts based on interest rates (but would otherwise have missed their numbers) the negative stock price reaction to companies that do not meet expectations. On the other hand, the market does not appear to reward companies that rely on interest rate swaps to meet or exceed expectations in the same way as companies that meet expectations through operating profits. It appears, says Jenkins, that "the market is not only able to see through the manipulation of earnings using interest rate swaps, but is actually imposing a kind of penalty" on companies that meet their quarterly earnings targets only because they have deferred interest expense by to switch. from fixed to variable rates.
Innovative Container spoke for itself and was doing great things in the market,” says Rogers. We are trying to be more relevant to a wider group of companies in the South. In the process, I learned that success in business is not just about achieving great financial results.
CORPORATE SPOTLIGHT
After giving a presentation to a group of business leaders in Greenville several years ago, he was approached by Chad Odom, a long-lost childhood friend who happened to be in the audience. Odom was, at the time, the owner of a fast-growing company called Innovative Container, which was in the business of collecting and reconditioning plastic shipping batteries and then reselling them. Watermark Advisors soon after brokered a deal, in which BB&T Capital Partners bought a majority stake in the container company.
I had such a great experience spending the day at Owen that I didn't even apply to the other schools. This is probably largely due to the nature of the relationships themselves. That cooperation and silence are possible at the same time indicates the insight that a more cooperative workplace is not the.
Third, work is not simply something people do between intervals of "real life"; it's where people live out their lives to a meaningful degree. As Supreme Court Justice Benjamin Cardozo wrote in 1937, freedom of speech is "the matrix, the indispensable condition, of almost every other form of freedom". But for many people, freedom of expression loses much of its meaning in the corporate workplace, where civil liberties and job security often find themselves in tension. Modern management thinking over the past half century can be broadly read as a movement towards collaboration and participation in the performance of work.
INFORMED OPINION
From a business perspective, he definitely jumped into the deep end of the pool.” I could see that he was incredibly knowledgeable about how the business was run and how it fit into the scheme of the broader markets they were trying to serve,” says Sprecher. The widespread credit problems that plagued OTC energy trading after Enron's bankruptcy had some upside.
The students called it the "mortuary". "Two stories and an underground bunker," Barton says of the building. For the assignment, each student had to study a specific period in the history of the Federal Reserve. Still, Barton says, "You didn't walk in there and say, 'Wow, what's the size of this school's endowment?' It was very simple.
Those early students started what became an Owen tradition: end-of-the-week keggers on the back patio. While students received a solid foundation in accounting and finance from the “quant jocks,” the behaviorists set much of the tone that alumni remember. Much of what Igor created was correct, but it was way ahead of the curve.
The rest of the class, in a nod to the school's original sentiment, sits in yoga poses and sings. The Owen tradition of informal gatherings at the end of the week began with the early classes.
CAPITAL
However, there is often a disconnect between human capital theories and best practices and the implementation of these ideas in the workplace. Professor Moye says the key difference between human capital and the much-maligned human resources is strategy. A commitment to human capital means applying critical thinking to everything done in HR departments.
Despite the common "people", the study and execution of human resources and human capital are distinct and separate. Professors Neta Moye and Tim Vogus are big believers in the importance of human capital. The school's unique approach to the study of human capital has propelled the program into the top 10 HOP programs in the country.
HOP's concentration at Owen focuses on strategic human capital alignment and change management, and includes additional in-depth reviews of specific human resource functions such as recruiting and compensation. The current goal is to continue to overcome the reputation of human resources departments by carefully distinguishing between human capital theories and technical skills related to human resources. An easy first entry into human capital theories is the newly published book Beyond HR: The New Science of Human Capital by John.
IN THE NEWS
In addition to the 250 hours working on issues for the companies and the 100 hours of get-it-and-go training, another 50 hours are spent helping participants with their own 'personal brands'. From how they introduce themselves to a customer, to. Perhaps the most important lesson learned in the last thirty days is the importance of a working, functional team that understands the client's needs and works in a consultative manner to find workable solutions to the problem presented. This “learning by doing” model sets Accelerator apart from any other summer internship or opportunity out there for young men and women entering the workforce.
Where else can young men and women immerse themselves in an environment where they are asked by some of America's leading companies to solve problems, get honest critiques of their work, just-in-time training and education, and tools to create their own personal brand and authentic voice. Beginning with the SAT and ACT, young men and women quickly learn that test scores open up certain opportunities—and close others. Now in its fourth year, the Accelerator offers young men and women a hands-on, real-world experience that complements their undergraduate education.
This year, hundreds of applicants will compete (with an interview) for the opportunity to be one of those selected to participate in the Accelerator. As soon as the entrée is served and the introductions are over, the first business project is set in motion. Accelerator participants hear directly from the client company's management team what aspects of their work were valued—and where their team simply didn't meet the criteria.
BOTTOM LINE
Throughout the undergraduate experience, it is not uncommon to see life become one big blur of syllabus and exams. The highly anticipated "summer internship" is often little more than a clerical role, and young men and women wonder, "Where do I begin to connect a good education with the practical knowledge I need to help me earn the job I want, and get started?” And while grades are certainly important, candidates quickly learn through a rigorous interview process that the most valued skills include their mindset, tenacity, solution thinking, passion, entrepreneurship, energy and drive.
A company CEO stands, shares an issue or problem that his or her company is struggling with. manage and challenge participants to find the best solution. They present their findings and recommendations to a judging panel of four to six top company executives. The executive team then ranks the solutions submitted by the teams from "best to worst," basing their choices on the solutions most likely to fit the company's culture, mission, investment requirements, and customer needs. .
Now imagine doing this over and over again for eight to ten corporations and you'll have a sense of what goes into the life of Accel.
Owen’
