Classroom as Organization (CAO) is a powerful teaching methodology, particularly well-suited for teaching business topics, that can enliven students' learning experience while giving them the opportunity to practice and develop workplace-related skills. This book provides a comprehensive background to the CAO teaching methodology, including its origins, evolution, and various applications. From this basis, the considerations of how to teach and design a CAO are explored. The book distills lessons learned from the literature and the authors' practice into a comprehensive design that can be easily implemented by educators new to this methodology. Detailed templates from the authors' own practice enable educators to turn their classroom into an organization, empower the students to run that organization, and watch the learning experience come alive. If you are not familiar with CAO, this book provides a comprehensive resource. If you are familiar with CAO, but have been afraid to try it, this book provides the support to take the next step in your practice of experiential teaching and learning. This book was written for experiential educators as well as business or organizational behavior and management professors looking for a creative way to engage students while creating a deep and meaningful learning experience.

Classroom as Organization (CAO) is a powerful teaching methodology, particularly well-suited for teaching business topics, that can enliven students' learning experience while giving them the opportunity to practice and develop workplace-related skills. This book provides a comprehensive background to the CAO teaching methodology, including its origins, evolution, and various applications. From this basis, the considerations of how to teach and design a CAO are explored. The book distills lessons learned from the literature and the authors' practice into a comprehensive design that can be easily implemented by educators new to this methodology. Detailed templates from the authors' own practice enable educators to turn their classroom into an organization, empower the students to run that organization, and watch the learning experience come alive. If you are not familiar with CAO, this book provides a comprehensive resource. If you are familiar with CAO, but have been afraid to try it, this book provides the support to take the next step in your practice of experiential teaching and learning. This book was written for experiential educators as well as business or organizational behavior and management professors looking for a creative way to engage students while creating a deep and meaningful learning experience.

The author approaches the subject of wine from the standpoint of its Medical, Scientific, Historical, Sensory, Cultural, and Health viewpoints. He tells you the "Why," as well as the "What." The book is a well-organized collage of essays written on the numerous subjects in the world of wine, food, and health. The book starts from the basics, through the components and what influences them, Wine defects, how and why you taste and why you like what you like, the various wines, various wine tools, and then moves to pairing with food, wine service, and finally the health benefits and risks of wine consumption. One chapter is guest-written by Tim Hanni, MW, a Master of Wine from California.

Fast cars, law men, moonshine, romance in the cotton fields, and wild cat whiskey It was Garden City, Alabama the spring of 1946. Boys were coming home. World War II was over. Many mothers were learning that their sons would not be coming home. Garden City was beginning to settle back in to a nice easy routine. Mr. Sam the local merchant was getting in his sugar orders for the season. The farmers were looking for good crops, and the moonshiners, were looking forward to make good on their orders. A certain revenuer from DC was poking around town. He was trying his best to find out about this "special shine" that everyone was talking about. Cracker Black, the brains behind the operation has a 50 gallon pot making moonshine for a local man named Hollis. Now Hollis is a nefarious character ran several juke joints out on 78 hwy on the strip. When word got round to Cracker his shine was wanted in Memphis and St Louis he had to ramp up the production. He hires two black fellers Big George and Little Willie right out the cotton patch. They are able to work at night in the woods and not be seen by the law because of them being black. When the sleepy little town's folk turn off their lights for the night, the moonshiners go to work making that good old Alabama Shine. Life was good, again.....

This book aims to provide insight into the fields of business and leadership by examining the role of ethics in these areas. The papers in this book derive from the 2014 Annual Griffiths School of Management International Conference, organized by Emanuel University of Oradea, Romania, where academics and practitioners interacted and discussed current insights and research in the different dimensions of business ethics and leadership. This resulting book offers empirical and theological research on ethics, business and leadership from a transdisciplinary and knowledge- based context. Since the financial crisis in 2008, the debate on business ethics and leadership has dominated the public sphere at all levels of interest, from grassroots to the elites in educational institutions, governments, businesses and NGOs. Naturally, constructive and transdisciplinary discussions need to take place, with due consideration for the specific context of each situation, so that propositions upon which to build the future can be formulated. These discussions unfold in an ever more intricate world of business, powered by ever more pervasive and intelligent technology and scientific development, all brought together by globalization. In this world, organizations are faced with new and more complex ethical issues in their pursuit to serve clients, gain profits, motivate employees, collaborate with partners and act responsibly towards society and the environment. A wise approach to changing the future is to understand the mistakes of the past, because one must always learn how to overcome past mistakes in order to develop a better future. But a necessary approach to building a better future is looking at the world through a transdisciplinary mindset. This allows us to see the world as a complex whole; it fosters creative interaction between fields of knowledge; it opens doors for knowledge and innovation flows across disciplines; and it allows the tackling of complex problems and situations. Given the current context of our world, this is an approach that we ought to pursue. Featuring contributions from academics, researchers, scholars and practitioners from across the globe, this book will be of great interest for students and practitioners in the fields of business, leadership and ethics.

This book explores the increased necessity of organizations to encourage human talent in the globalized economy, with particular emphasis on the impact in Eastern Europe. Featuring contributions presented at the 7th Annual Griffiths School of Management International Conference on Business and Ethics (GSMAC) organized by Emanuel University of Oradea, this book presents in-depth analysis of the economic, social and religious implications of the transition from low cost of labor to increased human talent in Eastern Europe and offers multiple theoretical and practical solutions. In 2004, Klaus Schwab, president and founder of the World Economic Forum, stated that the old era of capitalism and socialism is being replaced by a new era of "talentalism". The true competitive advantage of organizations and nations is increasingly becoming human talent, defined as the ability to "have new ideas that have value". Nations and organizations are exploring ways to reform their education systems and organizational structures in order to train, foster and encourage human talent. In Eastern Europe since the fall of communism in 1989, the competitive advantage of the region has been low cost of labor. However, since the integration within the European Union, millions of Eastern Europeans have left their home countries rendering the "low-wage competitive advantage" almost obsolete. In addition, the migration of able-working individuals has left behind mainly children and pensioners, placing a disproportionately heavy burden upon public and government services. It is within this context that the contents of this book explore the impact of the increased need of high human talent on Eastern European countries. Featuring contributions around topics such as poverty, healthcare management, cross-border cooperation, education systems, and religious influence on economic development, this book will be of interest of scholars, researchers, students and policy-makers interested in the business development and economic growth of Eastern Europe.

This volume presents new theoretical insights, practical strategies, and policy initiatives in the rapidly evolving field of global supply chain security. As businesses, governments, and society at large have become increasingly dependent on a global network to provide goods and services, protecting global supply chains has become an issue of vital importance for industries, nations, and regions. The "supply chain" encompasses all the links connecting a manufacturer to end users of its products. Links may take the form of plants, supplier warehouses, vendor facilities, ports or hubs, retail warehouses or facilities, and outbound shipping centers. Links also involve all the ways goods are moved-by truck, ship, airplane, or rail car. A great deal can go wrong in the supply chain due to company or systemic mismanagement and inefficiency, criminal activity, employee or technology errors, or terrorism, to name just a few of the threats. Then there are government regulation, industry or association oversight, and security agencies (both public and private) keeping track. Globalization, stricter security regimes, and increasingly sophisticated criminal activity have made cross-border cargo movements more complex, putting the integrity of end-to-end supply chains at much greater risk. This is why the security of the supply chain has become such an important issue for business people: there is too much at stake to let problems proliferate or stagnate. It has been estimated, for example, that thieves now steal $50 billion in goods each year from various points along the supply chain. Synthesizing the most current research, practical application, and policy, Global Supply Chain Security covers a range of emerging topics-from risk assessment to technology deployment to continuity planning-and will serve as a useful resource for anyone concerned with supply chain security issues, including scholars, students, business executives and policymakers.

This book explores challenges and approaches to the development, financial management and growth of Eastern European organizations, both public and private. Including papers derived from the 2015 Griffiths School of Management Annual Conference on Business, Entrepreneurship and Ethics (GSMAC), organized by Emanuel University of Oradea, the authors provide a variety of strategies for growth and development in areas such as IT, medical management, marketing, entrepreneurship and family business. Collectively, these contributions provide a problem-solving framework that tackles such questions as: How are the growth and financial models of organizations changing? How should leadership in organizations adapt in order to ensure sustainable growth? How should educational concepts and methods be improved to help the next generation in the new global business environment? The rapid evolution of technology and innovation has changed the face of the business environment. With new actors in the global marketplace and new means of production, marketing and finance, businesses-particularly those in emerging regions, such as Eastern Europe-are faced with the pressure to rethink their structures and models from within. In this new economic climate, common issues such as corruption, risk, and customer satisfaction need to be examined from a globalized perspective. The goal of the 2015 GSMAC conference and the resulting papers is to help organizations and institutions in Eastern Europe and other developing regions formulate strategies and policies to thrive in this environment and promote sustainable management practices.

Romania stands at the crossroads of Europe, Asia, and the Middle East. Since 1990, when the country experienced the bloodiest revolution of all of the Warsaw Pact members, Romania has gone through withering change. While the formal transition from a totalitarian, communist state was completed in 2007 with Romania's accession into the European Union, the adaptation of the nation's people and business climate to a market-based economy is a daily occurrence. In the 2000's, in the lead up to EU accession, Romania was one of the largest recipients of Foreign Direct Investment in the world. While multinational corporations poured in hundreds of billions of dollars, there was also a restructuring of the way business was conducted. Western systems of management and organization-foreign to most Romanian academics and business people-almost overnight transformed the way the marketplace was perceived. Romania's entrepreneurs were quick to adapt to the new ways, leveraging new opportunities in the environment. Fortunes were made. Multinationals also burgeoned in Romania. Companies like Microsoft, General Electric, Timken, Kraft, P&G, Renault and dozens of others successfully took advantage of the possibilities created by a relatively well-educated population that was moving into the middle class. For the most part, however, researchers and scholars were caught off guard by the quickening pace of business change in Romania. Only until very recently has the academic community at large been able to wade through the murkiness and begin to see what the new landscape looks like. It is the purpose of this edited volume, which includes the work of some of Romania's finest business scholars, to provide even greater clarity to the current and future scene. Moreover, the experience in Romania helps shed light on the dynamics of economic and business transition throughout Eastern Europe, the Middle East, and other emerging regions, with implications for practice, policymaking, and research.

On the night of October 18, 1925, fire raged through the downtown area of the tiny Catskill Mountain Village of Gilboa, New York. Firefighters came from miles around to fight the inferno while tourists sat on the hilltops to watch the show. In the end, 18 buildings lay in smoldering ruins. Yet, this fire was not the end of Gilboa, merely a climax of events that were razing the community more slowly. Gilboa was in the way of the Schoharie Reservoir, one of the numerous artificial lakes collecting water for thirsty New Yorkers. In order for New York City to growing, the people of Gilboa would be forced to move, and the town would need to be burned to the ground. In Gilboa, Alexander Thomas traces the evolving dynamics between New York and its hinterland. Starting with the role of native inhabitants, their Dutch colonizers, and the role of British manor law, this historical investigation then explores the construction of the original reservoir, battles against a second reservoir in the 1970s, and battles over environmental regulations in the 1990s. Gilboa is a must read for those interested in urban and rural issues, social conflict and social movements, and anyone who enjoys New York-state and city-history.

In what may be the first explicitly comparative study of the effects of globalization on metropolitan and rural communities, In Gotham's Shadow examines how three central New York communities struggled over the last half century to survive in a global economy that seems to have forgotten them. Utica, formerly a city of one hundred thousand, experienced the same trends of suburbanization, deindustrialization, and urban renewal as nearly every American city, with the same mixed results. In Cooperstown and Hartwick, two small villages forty miles south of Utica, the same trends were at work, though with different outcomes. Hartwick may be seen as an example of how small towns have lost their core, while Cooperstown may be seen as an example of how a small town can survive by transforming itself into a tourist destination. Thomas provides extensive historical background mixed with newspaper excerpts and lively interviews that add a human dimension to the transformations these communities have experienced.

What makes a great boss? Bosses don't become great because of their title, rank, degree of authority, office size, or benefits package. Great bosses aren't even necessarily great managers. Instead, they possess a set of core competencies that set them apart from mere managers. The skill set of great bosses entails five qualities: they do the right thing for the right reason; they never make the same mistake twice; they set their personal expectations higher than those of their bosses; they go to their bosses with action plans, not problems; and they follow up. If a boss has only one of these characteristics, he or she is probably very successful. But application of all five defines what it means to be a great boss, to be successful in good times and bad, through change and adversity, and to be recognized as such by the people you work for-as well as by the people who work for you.

The future success of many companies in the United States and Europe is becoming more dependent on effectively developing and expanding markets in new emerging and partially developed countries. Few companies, however, know how to do it well, if at all. Their success rate is low, while the cost of failure remains high. Caslione and Thomas provide insights, knowledge, special tools, and the experience that will show executives how to take hold of these challenges. Through case studies of companies in a wide cross-section of industries, the authors highlight the processes necessary to develop successful market entry, sales, and distribution strategies for their companies in emerging markets around the world.

Global business strategy can no longer be focused on only one country or region; the risks are too great. Only when a truly global company develops a holistic and global perspective and implements proven strategies can the success in the new global economy be achieved.