Svetlana Holt

Engaging Generation Y: The Millennial Challenge

This chapter describes characteristics of the millennial generation and discusses the special circumstances which produced their attitudes and mind sets. Generation Y is compared to the “Xers” and Baby Boomers as it relates to their motivations and engagement in the workplace. Considering the rapidly changing nature of the workplace, the chapter identifies techniques for inspiring and leading the millennials.

Leadership and Emotional Intelligence

As an umbrella concept covering multiple domains, emotional intelligence has been gaining attention for its contribution to productive teams and effective leadership. We examine the role of emotion perception, expression, and management in professional and personal development, as well as discuss multiple models of emotional intelligence and their corresponding measurement instruments as applied to organizational settings. Recent empirical studies highlight the function of emotional intelligence in effective leadership within the fields of healthcare, finance and banking, project supervision, information technology, and change management.

Medtronic, Inc.: Competitor’s Strategic Audit, A Case Study

With a mission to alleviate pain and restore patients to full health, Medtronic, Inc., created in 1949, produces a wide range of medical equipment to treat chronic diseases such as heart failure, diabetes, and Parkinson’s disease. Following its creation, Medtronic had significant growth and expansion in Europe, Africa, Canada, Cuba, and Australia. However, in 1962 the company found itself on the verge of bankruptcy. Fortunately, it was able to receive a cash infusion by a capital firm, which helped turn the company around. By 1977, the company was selling in over 70 countries. From 1985 to 2006 it had a dynamic compounded growth rate of 18 percent. Again, the success did not last, and in early 2010 the company’s stock value plummeted. In June of 2011, Omar Ishrak was hired as the new CEO to turn the company around.

The Home Depot: A Competitor’s Strategic Audit, A Case Study

The Home Depot, Inc. (Home Depot) was founded in 1978 by Bernie Marcus and Arthur Blank with the help of investment banker Ken Langone and merchandising expert Pat Farrah. The vision was of a one-stop shopping location for the do-it-yourselfer, and the idea materialized with the opening of the first two Home Depot stores on June 22, 1979, in Atlanta, Georgia. The first stores, each at around 60,000 square feet and carrying an inventory of over 25,000 items, were far larger than the average hardware stores of the time. However, the idea was not new in Europe. In 1962, Heinz-Georg Baus, a resident of Mannheim, Germany, had the idea of bringing all hardware specialty stores together under one roof. He had been looking for tools and building materials, and was continually frustrated by having to drive to numerous stores to find what he needed. The same year, he opened the first store called Bauhaus in Mannheim, with an inventory of about 25,000 products in a building measuring about 2, 691 square feet. Today, the German company has over 250 stores in 17 European and Near-Eastern countries (Bauhaus, 2014). Sixteen years later, Home Depot revolutionized the home improvement industry in North America by bringing the know-how and the tools to the consumer, and saving them money in the process.

The Glocalization of International Firms: An Empirical Investigation in the Hospitality Sector

A relatively recent term that has come into favor by shedding light on the transformative processes of globalization has been “glocalization.” In a narrow sense, glocalization has come to suggest the interplay between the global and the local dynamics in order to produce unique kinds of political, social, and economic relations. Several studies suggest that the intersection of global strategies and local elements produces the source of a durable competitive advantage in the case of multinational firms. However, little research has empirically investigated the ways in which multinational firms are able to successfully apply a glocal approach in order to obtain superior performance.

From white paper writing to white water rafting

Purpose – The purpose of the paper is to share practices with other scholars who are on the outlook for different, more rewarding ways of facilitating formal management education, and to invite feedback and additional suggestions from colleagues in formal and informal educational settings about additional approaches that make a positive difference.Design/methodology/approach – The paper is structured in a sequential format, presenting the three contributors’ practices in separate sections, yet unifying them through a coherent structure of a brief course description, a description of the creative infusion, and some sample implementations.Findings – Management courses that focus on creativity, involvement, interaction, and a trans‐disciplinary approach, ensure greater cohesion between left‐ and right‐brain thinking.Practical implications – Management in an increasingly diversifying yet intertwining work environment brings along challenges that have not been encountered before. Some teaching scholars in high...