11.1 The Globalisation of Business
21912. Leadership Issues
21.2 Why Do Nations Trade?
2207.3 How to recognize and solve conflicts?
31.3 Absolute and Comparative Advantage
2217.3.1 Introduction
41.3.1 Absolute Advantage
2227.3.2 Defining Conflict
51.3.2 Comparative Advantage
2237.3.3 Levels of Conflict
61.4 Opportunity costs
224Interpersonal Conflict
71.5 Opportunity Cost and Individual Decisions: 1.5.1 Opportunity Cost and Societal Decisions
225Intrapersonal Conflict
81.6 How do we Measure Trade between Nations?
226Intergroup Conflict
91.7 Managing the National credit card
227Intragroup Conflict
101.7.1 Balance of Payments
2287.3.4 Conflict Management
111.7.2 Opportunities in International Business
2297.3.5 The Thomas-Kilmann Conflict Mode Instrument (TKI)
121.7.3 Importing and Exporting
230• Avoiding
131.8 Licensing and Franchising
231• Accommodating
141.9 Contract Manufacturing and Outsourcing: 1.9.1 Strategic Alliances and Joint Ventures
232• Competing
151.10 Sharing technology: 1.10.1 Foreign Direct Investment and Subsidiaries
233• Collaborating
161.11 The State of the Economy
234• Compromising
171.11.1 The State of Technology
2357.4 Personal Reflections on the Thomas-Kilmann Conflict Mode Instrument: 7.4.1 Leadership and Conflict Management
181.11.2 Why Technology Matters?
2367.5 Summary
191.11.3 How Technology Impacts Business?
2377.6 Questions
201.11.4 Internal Capabilities
238References: Figure Resource
211.11.5 External Forces
2398.1 Defining decision making
221.11.6 Opportunities
2408.2 Difference between Problem Analysis and decision making
231.11.7 Threats
2418.2.1 Problem-solving Vs. decision making
241.11.8 Conclusion
2428.2.2 Problem-solving or decision making – which is most important?
251.12 The State of Competition
2438.2.3 How does problem-solving involve decision-making?
261.12.1 Dominance and Monopoly
244Decision making in 3 steps:
271.12.2 Mergers and Acquisitions
245The similarities between problem-solving and decision making
281.12.3 Public Sector Regulation
246Both problems solving and decision-making involve critical thinking.
291.12.4 Intellectual Property and Innovation
247How to use decision making in solving problems
301.13 The State of worldwide Business
2488.3 Steps in decision making
311.14 Summary
249Step 1: Identify the decision
321.15 Questions
250Step 2: Gather relevant information
33References: Figure Source
251Step 3: Identify the alternatives
342.1 What is Business Analytics?
252Step 4: Weigh the evidence
352.2 Essentials of business analytics
253Step 5: Choose among alternatives
36Descriptive analytics:
254Step 6: Take action
37Diagnostic analytics:
255Step 7: Review your decision & its consequences
38Predictive analytics:
2568.4 Analysis of Alternatives: The usual process of an AOA includes:
39Prescriptive analytics:
2578.5 Why decision making matter?
402.3 Elements of business analytics
2588.6 Decision-making styles
41• Data mining
2591. Directive decision-making
42• Text mining
260When to use directive decision-making
43• Data aggregation
261A leader’s role in directive decision-making
44• Forecasting
262Signs you would like to use a unique approach
45• Data visualization
2632. Analytic decision-making
462.4 Why is business analytics important?
264When to use an analytic decision-making
472.5 Business analytics examples
265A leader’s role in analytic decision-making
482.6 Benefits of business analytics
266Signs you would like to use a distinct approach
492.7 Challenges of business analytics
2673. Conceptual decision-making
502.8 Careers in business analytics
268When to use conceptual decision-making
512.8 Data analyst salary
269A leader’s role in conceptual decision-making
522.9 Business analytics skills
270Signs you would like to use a unique approach
532.10 Business analytics vs. business intelligence
2714. Behavioral decision-making
542.11 Business analytics vs. data science: Let’s consider a real-life example.
272When to use behavioral decision-making
552.12 Business analytics best practices: Let’s get right down to business
273A leader’s role in behavioral decision-making
562.13 Summary
274Signs you would like to use a distinct approach
572.14 Questions
2758.7 Cognitive theories
58References: Figure Resource
2768.7.1 Introduction
593.1 What Is Organizational Behavior?
2778.7.2 Why Use Cognitive Modeling?
603.3 Fundamental Concepts of Organizational Behavior
2788.7.3 The Cognitive Architecture ACT-R
613.3.1 Individual Differences
2798.8 How Can Decision-Making and Category Learning Be Modeled in ACT-R?
623.3.2 Perception
2808.9 Mixed approach models use both rules and instances to resolve decision-making problems
633.3.3 A Whole Person
2818.10 Satisficing Versus Optimizing
643.3.4 Motivated Behavior
2828.11 Intuition and decision making
653.3.5 Desire for Involvement
2838.11.1 The “Process” of Intuition and decision making
663.3.6 Value of the Person
2848.11.2 Making “Sense” of Intuition and decision making
673.3.7 Human Dignity
2858.12 Types of Decisions
683.4 Organizations are a social organization
2861. Programmed and non-programmed decisions:
693.4.1 Mutuality of Interest
2872. Routine and strategic decisions:
703.4.2 Holistic Concept
2883. Tactical (Policy) and operational decisions:
713.5 Summary
2894. Organisational and personal decisions:
723.6 Questions
2905. Major and minor decisions:
73References: Figure Resource
2916. Individual and group decisions:
744.1 What is Accounting?
2928.13 Summary
754.1.1 Accounting Records
2938.14 Questions
76Understanding Accounting Records
294References: Figure Resource
77Types of Accounting Records
2959.1 Creating ventures: decision factors in new venture creation
781. Transactions
2969.1.1 Introduction
792. Journals
2979.1.2 Background to the current study
803. General Ledgers
2989.1.3 Entrepreneurship and new venture creation
814. Trial Balances
2999.1.4 Entrepreneurial strategies at start-up
825. Financial Statements
300Transcendent-based approach:
834.1.2 Classifying in accounts
301Product-based approach:
844.1.3 Summarizing in Accounts
302User-based approach:
85GAAP
303Manufacturing-based approach:
86Types
3049.1.5 Entrepreneurial decision-making models
87Uses
3059.1.6 Other factors influencing entrepreneurial decision-making
884.1.4 Analysing in Accounts
3069.1.7 Technological advancement
89Account Analysis in Accounting and Banking
307Socio- demographics factors
90Vertical Analysis vs. Horizontal Analysis
308Market and opportunity
914.1.4 Interpreting in Accounts
309Entrepreneurial team
92Understanding Accounting Interpretation
3109.2 An Entrepreneurial System View of New Venture Creation
93Accounting Interpretation vs. Accounting Standard
3119.2.1 Introduction
94Advantages of an Accounting Interpretation
3129.2.2 Entrepreneurial Systems and New Venture Creation
95Real-World Example
3139.3 Findings
964.1.5 Communication in Accounts
3149.3.1 Personal expertise
974.2 Branches of Accounting
3159.3.2 Need/problem identification
981. Financial Accounting
3169.3.3 Entrepreneurial decision-making factors
992. Cost Accounting
3179.4 Barriers to new venture creation
1003. Management Accounting
3189.5 Summary
1014. Tax Accounting
3199.6 Questions
1025. Social Accounting
320References: Figure Resource
1034.3 Functions of Accounting
32110.1 What Is Strategic Perspective?
1041. Business Costs and Revenue
32210.2 The Need for Strategic Perspective
1052. Accounts Receivable
32310.2.1 Strategic Thinking
1063. Accounts Payable
32410.2.2 What is Strategic Thinking?
1074. Payroll
32510.2.3 What is Strategic Leadership
1085. Financial Reporting
32610.2.4 A Strategic Mindset
1096. Financial Analysis
32710.3 Developing a Strategic Perspective
1107. Taxes and Compliance
32810.4 4 Approaches to Strategy Formulation
1118. Budgeting
329Approach # 1. Intuition:
1124.4 Basis of Accounting
330Approach # 2. Muddling through or Disjointed Incrementalism:
1131. Cash basis
331Approach # 3. Gap Analysis:
114How it works: Cash-basis accounting example: Cash-basis accounting balance sheet example
332Approach # 4. Capital Investment Appraisal:
1152. Accrual Accounting
33310.5 Four ways to gather these perspectives
116Accounts payable
334Short-Term Strategies: Long-Term Strategic Planning
117Accounts receivable
33510.6 Strategy and Structure of a company
118Double-entry bookkeeping
33610.6.1 How Strategy Fits Into Business
119Accrual accounting rules to stay in mind
33710.6.2 Elements of Strategy
120Pros and cons of accrual accounting
33810.6.3 Structural Strategy Definition
1214.5 Comparing accounting methods
33910.6.4 How Structure Works with Strategy
122Accrual accounting
34010.6.5 Goal and Mission Statements
123Accounting methods and taxes
34110.6.6 Formulating the Strategy
124Why use cash-basis accounting?
34210.6.7 Creating a Road Map for Strategy
125Cash-basis is a smaller amount expensive
34310.6.8 Competition-Based Strategy
126The cash method is intended for small businesses
34410.6.9 Three Approaches to Strategy supported Price Point
127You can see your cash available
34510.6.10 Designing Structural Elements
1284.6 Classification of Accounts
34610.6.11 Labor Force Planning and Strategy
1291. Personal Account:
34710.6.12 Infrastructure Elements and Strategy
130Golden Rule for “Personal Accounts”
34810.6.13 Implementing Strategy and Structure
1312. Real Account: : Golden Rule for “Real Accounts”
34910.6.14 Strategy and Structure Cohesion
1323. Nominal
35010.6.15 Strategies Beyond For-Profit Business
1334.7 Fundamentals of finance
35110.7 Marketing Strategy Methods
1344.7.1 Understanding Finance
35210.7.1 Observe the Competition
1354.7.2 History of Finance
35310.7.2 Address Customer Needs
1364.7.3 Early Stocks, Bonds, and Options
35410.7.3 Vision and Goal Setting
1374.7.4 Public Finance
35510.7.4 Opportunity Assessment
1384.7.5 Corporate Finance
35610.7.5 Strategic Review
1394.7.6 Personal Finance
35710.8 The Importance of Business Strategies
1404.7.7 Social Finance
35810.8.1 The Importance of Strategy
1414.7.8 Behavioral Finance
35910.8.2 Big Picture Role of Strategy
1424.7.9 Tenets of Behavioral Finance
36010.8.3 Specific Strategies
1434.8 Advances in Accounting
36110.8.4 Pricing Strategies
1444.9 Finance vs. Economics
36210.8.5 Staffing Strategies for Growing Companies
1454.10 Is Finance an Art or a Science?
36310.8.6 One Strategy vs. Multiple Strategies
146Finance As a Science: Finance As an Art
36410.8.7 Strategic Planning Perspective
1474.11 Summary
36510.8.8 Sample Staffing Strategies
1484.12 Questions
36610.8.9 Incorporating Creativity
149References: Figure Resource
36710.9 Summary
1505.1 What is entrepreneurial marketing?
36810.10 Questions
1515.2 Marketing Strategies for Entrepreneurs
369References: Figure Resource
1525.3 Who implements entrepreneurial marketing?
37011.1 Challenges Faced by Startups
1535.4 How is an entrepreneurial marketing plan developed?
3711. Fierce Competition
1545.5 Careers in entrepreneurial marketing
3722. Unrealistic Expectations
1551. Product Manager
3733. Hiring Suitable Candidates
156What do they do?: Education and Skills
3744. Partnership decision making
1572. Strategic Planner
3755. Financial Management
158What do they do?
3766. Cyber Security
159Education and Skills
3777. Winning Trust of consumers
1603. Marketing Manager
37811.2 Social Issues With Starting a new Business
161What do they do?
379Balance and Family
162Education and Skills
380Distraction, Boundaries, Friends
1635.6 How can marketing school assist you to succeed?: New Businesses in America
381Using Networking To Advantage
1645.7 10 Marketing Strategies to Fuel Your Business Growth
382Local And Global Social Issues
1655.7.1 What are the simplest marketing strategies to use?
383Useful Strategies
1661. Use social media
38411.3 Summary
1672. Create video tutorials
38511.4 Questions
1683. Start blogging now
386References: Figure Resource
1694. Understand search engine optimization
38712.1 Introduction
1705. Leverage influencers
38812.2 Professional development
1716. Build a good lead magnet
38912.3 Leadership
1727. Use Facebook ads with re-targeting
39012.4 Leadership and professional development of subordinates
1738. Use LinkedIn the correct way
39112.5 Summary
1749. Create an affiliate program
39212.6 Questions
17510. Use Email Marketing Sequences
393References: Figure Resource
1765.8 Summary
39413.1 The Commercialization Imperative
1775.9 Questions
39513.2 Measuring Commercialization Capability
178References: Figure Resource
396Time to promote.
1796.1 Digital Business
397Range of Markets.
1806.2 Growth of the Digital Economy
398Number of Products.
1816.2.1 Common Elements of a Digital Business
399The breadth of Technologies.
1826.2.2 Digital Business vs. E-Business
40013.3 Building Commercialization Capability
1836.2.3 Examples of Digital Business
401Make Commercialization a Priority.
1846.2.4 Where to begin?
402Set Goals and Benchmarks.
1856.3 Digital Operations – The Heartbeat of Your Digital Transformation
403Build Cross-Functional Skills.
1866.3.1 The birth of digital operations
404Promote Hands-on Management to hurry Actions and Decisions.
1876.3.2 Re-defining digital operations
40513.4 Summary
188Here’s another one:
40613.5 Questions
189And another:
407References: Figure Resource
190Forrester offers the following:
40814.1 Introduction
191Functions now commonly found during a digital operations group may include:
40914.2 Firm Characteristics and Representativeness
1926.4 What is digital operations management?
41014.3 Responses to the COVID-19 Pandemic and Lockdown: 14.3.1 Temporary Closings and Employment
1936.5 Digital Transformation in Business Operations Management: Technology in the hands of businessmen
41114.4 Financial Fragility: 14.4.1 Predicting the path of the Crisis
1946.6 Summary
41214.5 Anticipated Responses to CARES Act Programs
1956.7 Questions
41314.6 Summary
196References: Figure Resource
41414.7 Questions
1977.1 9 Critical Elements Every Successful Team Must Have
415References: Figure Resource
198#1: A clear Company Vision
416A
199#2: Effective Leadership
417B
200#3: Teamwork (… it really does make the dream work!)
418C
201#4: Setting Goals
419D
202#5: Accountability
420E
203#6: Clear Communication
421F
204#7: Empowerment
422G
205#8: A cheerful Workplace
423H
206#9: Employee Appreciation
424I
2077.2 Pitfalls that come with teamwork
425J
2081. Longer Project Timelines
426L
2092. Free Riders
427M
2103. Personality Clashes
428N
2114. Those who Work Better Independently
429O
2125. Reduced Innovation/Lack of latest Ideas
430P
2136. Organizational Challenges
431R
2147. Blame and Responsibility Issues
432S
2158. Employee Assessment Problems
433T
2169. Communication Breakdowns
434U
21710. Overreliance on Meetings
435V
21811. Factionalism
436W
