{"title":"Starbucks Marketing Analysis","authors":"K. Hašková","doi":"10.1515/cris-2015-0002","DOIUrl":"https://doi.org/10.1515/cris-2015-0002","url":null,"abstract":"","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133808797","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Fairness, Trust, and the Removal of Dissatisfaction","authors":"Dave Gannon","doi":"10.1515/cris-2016-0003","DOIUrl":"https://doi.org/10.1515/cris-2016-0003","url":null,"abstract":"","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"253 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116070823","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Sustainable Profit","authors":"Natália Krätsmar-Šmogrovičová","doi":"10.1515/cris-2015-0005","DOIUrl":"https://doi.org/10.1515/cris-2015-0005","url":null,"abstract":"","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124677241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Sustainable Development Is In Everybody’s Interest","authors":"Arlind Svarca","doi":"10.1515/cris-2015-0004","DOIUrl":"https://doi.org/10.1515/cris-2015-0004","url":null,"abstract":"","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126111926","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract The aim of this paper is to perform financial analysis by using financial ratios and to comment, evaluate, and understand the origins of the results by using the comparison of two companies chosen as a case study. The McDonald's Corporation is the largest fast food restaurant in the world. McDonald's Corporation statistics base it in over 119 countries and it serves more than 68 million customers daily. The company's revenues are coming not only from its primary products like hamburgers, cheeseburgers, etc., but also from rent, royalties, and fees paid by the franchisees. This report will look at the financial statements of the McDonald's Corporation over the past 3 years starting from 2010 through 2012. The author of the paper will apply financial ratios to analyze company's position and to identify patterns and trends. She will then compare the results of the analysis with one of the biggest competitors of McDonald's - Yum! Brands Inc. and the industrial averages. Yum! Brands Inc. is a US based corporation. It includes famous brands like KFC and Pizza Hut in their chain. Currently Yum! Brands are the largest competitors McDonald's has in the fast-food industry. To compare the two companies financial statements will be taken from Yahoo Finance (2013).
{"title":"Report on the Financial Evaluation: McDonald’s Corporation and Yum! Brands","authors":"T. Ayrapetova","doi":"10.2478/cris-2014-0003","DOIUrl":"https://doi.org/10.2478/cris-2014-0003","url":null,"abstract":"Abstract The aim of this paper is to perform financial analysis by using financial ratios and to comment, evaluate, and understand the origins of the results by using the comparison of two companies chosen as a case study. The McDonald's Corporation is the largest fast food restaurant in the world. McDonald's Corporation statistics base it in over 119 countries and it serves more than 68 million customers daily. The company's revenues are coming not only from its primary products like hamburgers, cheeseburgers, etc., but also from rent, royalties, and fees paid by the franchisees. This report will look at the financial statements of the McDonald's Corporation over the past 3 years starting from 2010 through 2012. The author of the paper will apply financial ratios to analyze company's position and to identify patterns and trends. She will then compare the results of the analysis with one of the biggest competitors of McDonald's - Yum! Brands Inc. and the industrial averages. Yum! Brands Inc. is a US based corporation. It includes famous brands like KFC and Pizza Hut in their chain. Currently Yum! Brands are the largest competitors McDonald's has in the fast-food industry. To compare the two companies financial statements will be taken from Yahoo Finance (2013).","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124364381","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract The project follows the development of a Java Software Tool that extracts data from Flat File (Fixed Length Record Type), CSV (Comma Separated Values), and XLS (Microsoft Excel 97-2003 Worksheet file), apply transformation to those sources, and finally load the data into the end target RDBMS. The software refers to a process known as ETL (Extract Transform and Load). Those kinds of systems are called ETL systems. The analysis involved research on the theory behind the ETL process as well as the theory behind the various phases of the applied methodology. Also an in-depth look at the design and architecture of the software has been made. To create a complete design needed to be used for the implementation, different techniques and diagrams where used to visualise and refine ideas: UML class diagrams, System Architecture Diagrams, Physical Data Model, and Project Timeline. The implementation of the project involved the translation of the system architecture into working software using the Extreme Programming Methodology and the Java programming language. A mapping algorithm module and design patterns have been used in the implementation phase. A transformation syntax has been defined to achieve data transformation. The testing of the software was done in the form of a unit test. A formal test plan was prepared to ensure that the main features of the system worked as defined. An error handling code implementation has been developed to avoid an unexpected crash of the system and to communicate to the user problems or errors.
{"title":"MyETL: A Java Software Tool to Extract, Transform, and Load Your Business","authors":"Nuovo Michele","doi":"10.1515/cris-2015-0011","DOIUrl":"https://doi.org/10.1515/cris-2015-0011","url":null,"abstract":"Abstract The project follows the development of a Java Software Tool that extracts data from Flat File (Fixed Length Record Type), CSV (Comma Separated Values), and XLS (Microsoft Excel 97-2003 Worksheet file), apply transformation to those sources, and finally load the data into the end target RDBMS. The software refers to a process known as ETL (Extract Transform and Load). Those kinds of systems are called ETL systems. The analysis involved research on the theory behind the ETL process as well as the theory behind the various phases of the applied methodology. Also an in-depth look at the design and architecture of the software has been made. To create a complete design needed to be used for the implementation, different techniques and diagrams where used to visualise and refine ideas: UML class diagrams, System Architecture Diagrams, Physical Data Model, and Project Timeline. The implementation of the project involved the translation of the system architecture into working software using the Extreme Programming Methodology and the Java programming language. A mapping algorithm module and design patterns have been used in the implementation phase. A transformation syntax has been defined to achieve data transformation. The testing of the software was done in the form of a unit test. A formal test plan was prepared to ensure that the main features of the system worked as defined. An error handling code implementation has been developed to avoid an unexpected crash of the system and to communicate to the user problems or errors.","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114535345","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract The aim of this paper is to evaluate the contribution that developments in the area of ethical leadership and trust have made to our understanding of effective people management within organisations. This paper is based on a case study from Harvard Business Review (2007) called "IBM - Leading the Turnaround". The author will use Leader Member Exchange (LMX) theory by Graen and Uhl-Bien (1995) and integrate the ideas of ethical leadership to critically evaluate the leadership style of the CEO of IBM Louis V. Gerstner that led to the turnaround of IBM. In particular, the author will focus on the following question: What role did trust play in the leadership style of Gerstner in the transformation of IBM? When Gerstner became the CEO of IBM in 1993, an $8.1 billion loss on the stock market was announced by IBM; this was one of the largest in U.S. history. Gerstner was facing a difficult job as stock market commentators were rapidly writing off IBM as a 'slow elephant' and, as a result, IBM's workforce was not in any state to accept change. Gerstner's first task was to analyse what was going wrong within IBM, despite having dedicated people, high technological infrastructure, and a sound strategy, he found that IBM was suffering from its own success during the many years of operation. Its own success was its downfall, for it had become slow moving and inward looking. Organisationally, it had become a decentralised 'kingdom' in which none of the business units communicated with each other. Gerstner realised that, if IBM was to be saved, he had to lead this massive organisation through cultural change. He realised that changing the attitude and behaviour of thousands of people was hard to accomplish, but was the main key to success. Management could not change organisational culture through words and policies alone; leaders such as Gerstner had to create the conditions for transformation and invite employees to respond willingly. IBM had a tradition of appointing executives from within. Indeed, Gerstner was the first CEO to be hired form outside; this in itself was revolutionary and created widespread internal concern. Before Gerstner arrived, it was accepted that the break-up of IBM was inevitable. The question was only what form this would take. Morale was at rock-bottom, and Gerstner's appointment did nothing to raise spirits. It was assumed he had been brought in to 'wield the hatchet'. Therefore, it was a real surprise when Gerstner made himself open to input from anyone in the company. It was even more surprising when he announced that IBM's strength lay in its integration and that there would be no break-up. Immediately spirits started to soar. Everyone knew there would be a pain, but now it seemed it would be on a much lower level, and employees were prepared to listen for a change. While it took time to build trust, Gerstner's no-nonsense style created confidence that someone was in charge. His actions were not popular, but they were
摘要本文的目的是评估道德领导和信任领域的发展对我们对组织内有效人员管理的理解的贡献。本文基于《哈佛商业评论》(Harvard Business Review, 2007)上的一个名为“IBM -领导转型”的案例研究。作者将运用gren和Uhl-Bien(1995)的Leader Member Exchange (LMX)理论，并结合伦理领导的思想，批判性地评价IBM CEO Louis V. Gerstner导致IBM扭亏的领导风格。笔者将特别关注以下问题:在IBM的转型中，信任在郭士纳的领导风格中起到了什么作用?1993年，当郭士纳成为IBM的首席执行官时，IBM宣布在股市上损失81亿美元;这是美国历史上规模最大的一次。郭士纳面临着一项艰难的工作，因为股票市场评论员迅速将IBM视为“慢象”，因此，IBM的员工不愿接受任何改变。郭士纳的首要任务是分析IBM内部出了什么问题，尽管IBM拥有敬业的员工、高科技的基础设施和健全的战略，但他发现IBM在多年的运营中受到了自身成功的影响。它自己的成功就是它的失败，因为它变得行动迟缓，目光内向。在组织上，它已经变成了一个分散的“王国”，在这个王国里，所有的业务部门都没有相互沟通。郭士纳意识到，如果要拯救IBM，他必须领导这个庞大的组织进行文化变革。他意识到改变成千上万人的态度和行为是很难做到的，但却是成功的关键。管理层不能仅仅通过言语和政策来改变组织文化;像郭士纳这样的领导者必须为转型创造条件，并邀请员工自愿做出反应。IBM有从内部任命高管的传统。事实上，郭士纳是第一位从外部聘请的首席执行官;这本身就是革命性的，引起了广泛的内部关注。在郭士纳上任之前，人们普遍认为IBM的解体是不可避免的。问题只是采取什么形式。士气跌至谷底，郭士纳的任命也无助于振奋士气。人们认为他是被请来“挥舞斧头”的。因此，当郭士纳愿意听取公司任何人的意见时，着实让人感到意外。更令人惊讶的是，他宣布IBM的优势在于整合，不会分拆。人们的情绪立刻高涨起来。每个人都知道会有痛苦，但现在看来，痛苦的程度要低得多，员工们已经准备好倾听变革的声音。虽然建立信任需要时间，但郭士纳严肃的风格让人们相信有人在掌权。他的行动并不受欢迎，但却是决定性的。正是这一点稳定地带来了信任感;他说到做到，证明了自己是值得信赖的。在下一节中，作者将提供领导-成员交换(LMX)理论的背景，并将其与伦理领导联系起来，以便我们可以探索郭士纳在IBM变革中的领导风格。
{"title":"Ethical Leadership and Leader Member Exchange (LMX) Theory","authors":"Šejla Babič","doi":"10.2478/cris-2014-0004","DOIUrl":"https://doi.org/10.2478/cris-2014-0004","url":null,"abstract":"Abstract The aim of this paper is to evaluate the contribution that developments in the area of ethical leadership and trust have made to our understanding of effective people management within organisations. This paper is based on a case study from Harvard Business Review (2007) called \"IBM - Leading the Turnaround\". The author will use Leader Member Exchange (LMX) theory by Graen and Uhl-Bien (1995) and integrate the ideas of ethical leadership to critically evaluate the leadership style of the CEO of IBM Louis V. Gerstner that led to the turnaround of IBM. In particular, the author will focus on the following question: What role did trust play in the leadership style of Gerstner in the transformation of IBM? When Gerstner became the CEO of IBM in 1993, an $8.1 billion loss on the stock market was announced by IBM; this was one of the largest in U.S. history. Gerstner was facing a difficult job as stock market commentators were rapidly writing off IBM as a 'slow elephant' and, as a result, IBM's workforce was not in any state to accept change. Gerstner's first task was to analyse what was going wrong within IBM, despite having dedicated people, high technological infrastructure, and a sound strategy, he found that IBM was suffering from its own success during the many years of operation. Its own success was its downfall, for it had become slow moving and inward looking. Organisationally, it had become a decentralised 'kingdom' in which none of the business units communicated with each other. Gerstner realised that, if IBM was to be saved, he had to lead this massive organisation through cultural change. He realised that changing the attitude and behaviour of thousands of people was hard to accomplish, but was the main key to success. Management could not change organisational culture through words and policies alone; leaders such as Gerstner had to create the conditions for transformation and invite employees to respond willingly. IBM had a tradition of appointing executives from within. Indeed, Gerstner was the first CEO to be hired form outside; this in itself was revolutionary and created widespread internal concern. Before Gerstner arrived, it was accepted that the break-up of IBM was inevitable. The question was only what form this would take. Morale was at rock-bottom, and Gerstner's appointment did nothing to raise spirits. It was assumed he had been brought in to 'wield the hatchet'. Therefore, it was a real surprise when Gerstner made himself open to input from anyone in the company. It was even more surprising when he announced that IBM's strength lay in its integration and that there would be no break-up. Immediately spirits started to soar. Everyone knew there would be a pain, but now it seemed it would be on a much lower level, and employees were prepared to listen for a change. While it took time to build trust, Gerstner's no-nonsense style created confidence that someone was in charge. His actions were not popular, but they were ","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127476036","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract This paper's goal is to briefly explain the basic theory behind programming languages and their history while taking a close look at different programming paradigms that are used today as well as describing their differences, benefits, and drawbacks
{"title":"Programming Language Paradigms & The Main Principles of Object-Oriented Programming","authors":"J. Bartoníček","doi":"10.2478/cris-2014-0006","DOIUrl":"https://doi.org/10.2478/cris-2014-0006","url":null,"abstract":"Abstract This paper's goal is to briefly explain the basic theory behind programming languages and their history while taking a close look at different programming paradigms that are used today as well as describing their differences, benefits, and drawbacks","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115490188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Cross-Cultural Behaviour In The Boardroom","authors":"Kateřina Řezníčková","doi":"10.1515/cris-2015-0007","DOIUrl":"https://doi.org/10.1515/cris-2015-0007","url":null,"abstract":"","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"480 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116532551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Cost of Equity in Emerging Markets","authors":"T. Ayrapetova, Ksenia Larionova","doi":"10.1515/cris-2016-0005","DOIUrl":"https://doi.org/10.1515/cris-2016-0005","url":null,"abstract":"","PeriodicalId":440425,"journal":{"name":"CRIS - Bulletin of the Centre for Research and Interdisciplinary Study","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114235056","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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