Apogee Enterprises, Inc.: Valuation and Investment Decision

This paper examines market and economic data to predict the current stock value of Apogee Enterprises, Inc. (APOG). The valuation basis uses the corporate valuation model to discount Apogee’ future free cash flows at the weighted average cost of capital (WACC). Furthermore, it analyzes economic conditions within the industry relative to the business model to accurately predict future free cash flows of the company. In conclusion, I present Apogee’ intrinsic price per share to be relatively similar to its market price, therefore recommending a HOLD position for the stock

Beyond Leadership

Organizational leadership must evolve beyond a focus on those occupying the positions of organizational leadership. Complex systems provide the opportunity to rethink the leadership function in terms which are holistic and comprehensive. Applying the principles of complexity may provide the basis for a more collaborative, distributed and productive “way of being” for today’s organizations

Indian Aviation Leadership Engagement: Case Study in Leadership Development Using the Cynevin Framework

The paper presents a case study of a leadership development workshop facilitated by two American educators for a group of Indian aviation executives. The Indian aviation environment is quite complex and at times chaotic. The leadership development workshop was conducted as a sense-making exercise using Snowden’s Cynevin Framework. Pre-seminar and post-seminar survey comparisons indicated that the executives experienced significant shifts in attitude during the three-day workshop. Pre-seminar attitudes demonstrated little differentiation between sense-making and leadership action within complex and chaotic contexts. Post-seminar attitudes demonstrated a broader contextual understanding of sense-making and leadership in complex and chaotic environments. The executives left the workshop with a more nuanced understanding of contextually appropriate ways to make sense of and lead in the complex Indian aviation environment

A WAY TO BECOME ENTERPRISE 2.0: BEYOND WEB 2.0 TOOLS

The arrival of social and collaborative software applications (e.g. Facebook, Hyves, and LinkedIn), known as Web 2.0 applications, has provided an opportunity for customers to express their opinions and share their knowledge and thoughts with others. While customers use Web 2.0 applications on daily basis, companies are struggling to embrace fully functioning Web 2.0 applications for their business. An organization that is able to successfully select, facilitate, and utilize appropriate Web 2.0 technologies and applications is called Enterprise 2.0. There is an enormous social pressure on organizations to adopt Web 2.0 technologies and become Enterprise 2.0 as quickly as possible if not now. Based on six cases, the paper as an exploratory research will provide immediate actions organizations can take to move toward Enterprise 2.0 by recommending Web 2.0 tools they can adopt and some aspects they should consider in changing organizational internal conditions to support Web 2.0 activities

Learning systems\u27 learning analytics

© 2016 Portland International Conference on Management of Engineering and Technology, Inc. This paper presents the findings from a study conducted with a number of universities regarding their use of learning analytics (LA) available within their learning management systems (LMS). Data was collected from a number of data collection instruments including an online survey, in-depth interviews with IT directors and academic administrators, and a case study in Embry-Riddle Aeronautical University. It is evident from the study that universities are attempting to make better use of their learning management systems to make more informed decisions regarding short-term and long-term goals. Some of the most popular usage includes analytics performed at the institutional level, college level, degree-program level, course level, and even course section level. Courses and degree programs as well as learning performance and objectives can be measured and analyzed using different goals, criteria, and accreditation requirements

Beschrijving en rangschikking van in Nederland voorkomende kersen-vormen

The history of the systematics of the subsection Eucerasus was reviewed. Since Linnaeus the number of species increased until Roemer, whose startling results caused a reaction. At that time botanists only recognized 3 or 4 species. Rietsema proposed only Prunus avium L. and P. cerasus L. as species. P. fruticosa Pall. was attached to P. cerasus as a dwarf variety. All sweet garden cherries were grouped with P. avium (Dutch: Kriek; also the crosses of 'Kriek' and sour cherry), all sour cherries (and hybrids), showing no avium or mahaleb characteristics, with P. cerasus (Dutch: Waal). An intermediate group (Duke; Dutch: Rojaal) was considered as avium x cerasus and sour cherry was considered as a mahaleb hybrid.A morphological classification of all discussed cherries was made according to fruit and leaf. As a key leaf margins and stipules were important. Descriptions were given of 56 forms of garden and orchard cherries (37 indigenous, 19 exotic), the mazzard (wild 'Kriek'), the ground cherry (wild 'Waal') and of P. mahaleb, using about 66 characteristics of each form, to determine the species and the smallest systematic unit; forma was preferred to clone