<?xml version="1.0" encoding="UTF-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>Online Economics - All about economics on the web</title>
	<atom:link href="http://www.sayeconomy.com/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.sayeconomy.com</link>
	<description>Some great tips about economy, marketing, business, PR...</description>
	<lastBuildDate>Mon, 06 Feb 2012 11:04:21 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=3.2.1</generator>
		<item>
		<title>Implementation Management by Krüger</title>
		<link>http://www.sayeconomy.com/implementation-management-by-kruger/</link>
		<comments>http://www.sayeconomy.com/implementation-management-by-kruger/#comments</comments>
		<pubDate>Thu, 01 Jan 1970 00:00:00 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[basic functions of management]]></category>
		<category><![CDATA[change implementation]]></category>
		<category><![CDATA[favour]]></category>
		<category><![CDATA[implementation management]]></category>
		<category><![CDATA[information system]]></category>
		<category><![CDATA[issue management]]></category>
		<category><![CDATA[opponents]]></category>
		<category><![CDATA[perceptions]]></category>
		<category><![CDATA[promoters]]></category>
		<category><![CDATA[proper management]]></category>
		<category><![CDATA[quality management]]></category>
		<category><![CDATA[topmost portion]]></category>
		<category><![CDATA[transparent manner]]></category>
		<category><![CDATA[utmost importance]]></category>
		<category><![CDATA[wilfried kruger]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4592</guid>
		<description><![CDATA[The changes that occur in an organization are visualized by Change Implementation Management. This was first explained by Wilfried Kruger. The model was named as Iceberg model. It is important for an organization that it deals with the barriers in an efficient manner. What kind of implementation management is to be applied depends on following: [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/implementation-management-by-kruger/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Bases of Social Power by French and Raven</title>
		<link>http://www.sayeconomy.com/bases-of-social-power-by-french-and-raven/</link>
		<comments>http://www.sayeconomy.com/bases-of-social-power-by-french-and-raven/#comments</comments>
		<pubDate>Mon, 06 Feb 2012 11:04:21 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[Online economy]]></category>
		<category><![CDATA[admiration]]></category>
		<category><![CDATA[appraisals]]></category>
		<category><![CDATA[basic functions of management]]></category>
		<category><![CDATA[bertram]]></category>
		<category><![CDATA[celebrities]]></category>
		<category><![CDATA[ceo]]></category>
		<category><![CDATA[coercive power]]></category>
		<category><![CDATA[expert power]]></category>
		<category><![CDATA[functions of management]]></category>
		<category><![CDATA[good job]]></category>
		<category><![CDATA[john french]]></category>
		<category><![CDATA[legitimate power]]></category>
		<category><![CDATA[liking]]></category>
		<category><![CDATA[promotions]]></category>
		<category><![CDATA[raven]]></category>
		<category><![CDATA[referent power]]></category>
		<category><![CDATA[reward power]]></category>
		<category><![CDATA[rewards]]></category>
		<category><![CDATA[strong point]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4643</guid>
		<description><![CDATA[Power is considered as a blessing for a person. A person with power is followed by others and because of being followed, he becomes the leader. Thus, power seems to be closely related to leadership. Leaders may have powers because they are talented or because they are at a higher post or sometimes for some [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/bases-of-social-power-by-french-and-raven/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Contingency Theory by Fiedler</title>
		<link>http://www.sayeconomy.com/contingency-theory-by-fiedler/</link>
		<comments>http://www.sayeconomy.com/contingency-theory-by-fiedler/#comments</comments>
		<pubDate>Thu, 02 Feb 2012 20:58:27 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[contingency model]]></category>
		<category><![CDATA[contingency theories]]></category>
		<category><![CDATA[contingency theory]]></category>
		<category><![CDATA[effective organization]]></category>
		<category><![CDATA[flexibility]]></category>
		<category><![CDATA[fred fiedler]]></category>
		<category><![CDATA[leadership style]]></category>
		<category><![CDATA[management style]]></category>
		<category><![CDATA[model identification]]></category>
		<category><![CDATA[natural style]]></category>
		<category><![CDATA[organizational style]]></category>
		<category><![CDATA[personality]]></category>
		<category><![CDATA[style of leadership]]></category>
		<category><![CDATA[subsystems]]></category>
		<category><![CDATA[three steps]]></category>
		<category><![CDATA[working group]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4655</guid>
		<description><![CDATA[The Contingency theory, given by Fred Fiedler, is a theory on leadership. Contingency theories explain that there exists no single best way that can be used in organizing or leading. An organizational style that can be very effective in one situation may prove to be the worst way of leading in some other situations. Fred [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/contingency-theory-by-fiedler/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Model of Growth Phases by Greiner</title>
		<link>http://www.sayeconomy.com/model-of-growth-phases-by-greiner/</link>
		<comments>http://www.sayeconomy.com/model-of-growth-phases-by-greiner/#comments</comments>
		<pubDate>Thu, 02 Feb 2012 11:57:48 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[collaboration]]></category>
		<category><![CDATA[creativity]]></category>
		<category><![CDATA[delegation]]></category>
		<category><![CDATA[greiner]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[new ways]]></category>
		<category><![CDATA[relevant article]]></category>
		<category><![CDATA[six steps]]></category>
		<category><![CDATA[stress]]></category>
		<category><![CDATA[transitions]]></category>
		<category><![CDATA[ways of communication]]></category>
		<category><![CDATA[working atmosphere]]></category>
		<category><![CDATA[workload]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=3498</guid>
		<description><![CDATA[The Greiner growth phases define the crisis or transitions faced by organization at the time of growth. When organization grows, it gives very high working pressure to the employees working over there. As the workload increases the people, who were working well, start making mistakes due to expansion of work. It leads create a big [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/model-of-growth-phases-by-greiner/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Theory of Planned Behavior by Ajzen</title>
		<link>http://www.sayeconomy.com/theory-of-planned-behavior-by-ajzen-2/</link>
		<comments>http://www.sayeconomy.com/theory-of-planned-behavior-by-ajzen-2/#comments</comments>
		<pubDate>Wed, 01 Feb 2012 10:54:38 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[acronym]]></category>
		<category><![CDATA[ajzen]]></category>
		<category><![CDATA[attitude]]></category>
		<category><![CDATA[available resources]]></category>
		<category><![CDATA[basic functions of management]]></category>
		<category><![CDATA[belief that]]></category>
		<category><![CDATA[control beliefs]]></category>
		<category><![CDATA[functions of management]]></category>
		<category><![CDATA[human behavior]]></category>
		<category><![CDATA[potatoes]]></category>
		<category><![CDATA[theory of planned behavior]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4631</guid>
		<description><![CDATA[TPB is an acronym for this. It is a theory related to the attitude and behavior. This theory was given by Icek Ajzen. It explains why a person behaved in some particular manner at some particular time. It also explains the reasons of the actions being performed by people. This theory is an extension of [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/theory-of-planned-behavior-by-ajzen-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Dimensions of Change by Pettigrew Whipp and R.Whipp</title>
		<link>http://www.sayeconomy.com/dimensions-of-change-by-pettigrew-whipp-and-r-whipp/</link>
		<comments>http://www.sayeconomy.com/dimensions-of-change-by-pettigrew-whipp-and-r-whipp/#comments</comments>
		<pubDate>Tue, 31 Jan 2012 09:56:47 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[assets and liabilities]]></category>
		<category><![CDATA[coherence]]></category>
		<category><![CDATA[competitive edge]]></category>
		<category><![CDATA[continuous interplay]]></category>
		<category><![CDATA[dimensional changes]]></category>
		<category><![CDATA[empirical research]]></category>
		<category><![CDATA[environmental assessment]]></category>
		<category><![CDATA[external environment]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[interaction]]></category>
		<category><![CDATA[iterative]]></category>
		<category><![CDATA[leading change]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[operational activities]]></category>
		<category><![CDATA[operational change]]></category>
		<category><![CDATA[passage of time]]></category>
		<category><![CDATA[pettigrew]]></category>
		<category><![CDATA[right vision]]></category>
		<category><![CDATA[strategic change]]></category>
		<category><![CDATA[three dimensions]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4377</guid>
		<description><![CDATA[A.M. Pettigrew and R.Whipp distinguished between the three dimensions of strategic change in their book Managing change for Competitive success published in 1991. The three dimensions were: 1)      Content: It refers to the objectives, purposes and the goals. It aims at what is to be developed and what is to be achieved. 2)      Purpose: It [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/dimensions-of-change-by-pettigrew-whipp-and-r-whipp/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leadership Competencies</title>
		<link>http://www.sayeconomy.com/leadership-competencies/</link>
		<comments>http://www.sayeconomy.com/leadership-competencies/#comments</comments>
		<pubDate>Fri, 27 Jan 2012 10:35:25 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[being a good speaker]]></category>
		<category><![CDATA[charismatic leadership]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[leadership competences]]></category>
		<category><![CDATA[leadership styles]]></category>
		<category><![CDATA[people-oriented leadership]]></category>
		<category><![CDATA[task-oriented leadership]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=2294</guid>
		<description><![CDATA[I don’t think there are two people in the world that would think the same about which competences are the most important for leadership. That is why I decided to write this article about leadership competences. I will try to explain which leadership competences are the most important and explain them a little. Goal and [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/leadership-competencies/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Force Field Analysis by Kurt Lewin</title>
		<link>http://www.sayeconomy.com/force-field-analysis-by-kurt-lewin-2/</link>
		<comments>http://www.sayeconomy.com/force-field-analysis-by-kurt-lewin-2/#comments</comments>
		<pubDate>Wed, 25 Jan 2012 08:29:31 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[balance of power]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[current situation]]></category>
		<category><![CDATA[decision making model]]></category>
		<category><![CDATA[driving force]]></category>
		<category><![CDATA[issue steps]]></category>
		<category><![CDATA[Kurt Lewin]]></category>
		<category><![CDATA[management psychology]]></category>
		<category><![CDATA[management tool]]></category>
		<category><![CDATA[numerical scale]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[social psychologist]]></category>
		<category><![CDATA[social science]]></category>
		<category><![CDATA[social situations]]></category>
		<category><![CDATA[target group]]></category>
		<category><![CDATA[tool kit]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=3419</guid>
		<description><![CDATA[Kurt Lewin’s Force Field Analysis, is the simple yet effective decision making model to add to your management tool-kit. Lewin was a German social psychologist, who was born in 1890, and best known for “Force Field Analysis” using force field diagrams. He is regarded as, one of the founder of modern psychology. Force field analysis [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/force-field-analysis-by-kurt-lewin-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Variable Costing</title>
		<link>http://www.sayeconomy.com/variable-costing/</link>
		<comments>http://www.sayeconomy.com/variable-costing/#comments</comments>
		<pubDate>Tue, 24 Jan 2012 08:28:17 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Finance]]></category>
		<category><![CDATA[contribution margin]]></category>
		<category><![CDATA[demand forecasting process]]></category>
		<category><![CDATA[determinants]]></category>
		<category><![CDATA[net profits]]></category>
		<category><![CDATA[precedence]]></category>
		<category><![CDATA[profit percentage]]></category>
		<category><![CDATA[promotions]]></category>
		<category><![CDATA[sales volume]]></category>
		<category><![CDATA[variable cost]]></category>
		<category><![CDATA[variable costing]]></category>
		<category><![CDATA[variable costs]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4258</guid>
		<description><![CDATA[Variable costing is a technique to measure contribution margin that is the sales that is exceeded over variable costs. A firm ensures its profit when the variable costing is high, that is it is sufficient enough that it covers the fixed costs. The key factor to determine the profit percentage of a firm is none [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/variable-costing/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leadership Assessment</title>
		<link>http://www.sayeconomy.com/leadership-assessment/</link>
		<comments>http://www.sayeconomy.com/leadership-assessment/#comments</comments>
		<pubDate>Mon, 23 Jan 2012 08:53:50 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[business success]]></category>
		<category><![CDATA[controlling]]></category>
		<category><![CDATA[how to be a good boss]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[leading]]></category>
		<category><![CDATA[leading function of management]]></category>
		<category><![CDATA[management functions]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=2297</guid>
		<description><![CDATA[Leadership assessment is a very hard task. Why? Well leadership is a very abstract thing and it is hard to measure leadership. In this article I will suggest the way of leadership assessment that I think is the best. In order to decide if leadership was successful, we first have to decide what is success. [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/leadership-assessment/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Change Dimensions by Pettigrew Whipp</title>
		<link>http://www.sayeconomy.com/change-dimensions-by-pettigrew-whipp/</link>
		<comments>http://www.sayeconomy.com/change-dimensions-by-pettigrew-whipp/#comments</comments>
		<pubDate>Mon, 16 Jan 2012 15:26:56 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[climate]]></category>
		<category><![CDATA[coherence]]></category>
		<category><![CDATA[competitive technology]]></category>
		<category><![CDATA[cultures]]></category>
		<category><![CDATA[environmental assessment]]></category>
		<category><![CDATA[goals and objectives]]></category>
		<category><![CDATA[good working environment]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[internal and external environment]]></category>
		<category><![CDATA[internal factors]]></category>
		<category><![CDATA[iterative process]]></category>
		<category><![CDATA[leading change]]></category>
		<category><![CDATA[management of change]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[new dimensions]]></category>
		<category><![CDATA[pettigrew]]></category>
		<category><![CDATA[strategic change]]></category>
		<category><![CDATA[three dimensions]]></category>
		<category><![CDATA[vision management]]></category>
		<category><![CDATA[whipp]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4328</guid>
		<description><![CDATA[Three new dimensions of strategic change were introduced by Whipp and Pettigrew in a book called ‘Managing Change for Competitive Success’. Implementing a change involves an iterative process. The three dimensions of strategic change are Content, Process and Context. Content: This dimension basically aims at the goals and objectives to achieve success.  It also deals [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/change-dimensions-by-pettigrew-whipp/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Participative Leadership</title>
		<link>http://www.sayeconomy.com/participative-leadership/</link>
		<comments>http://www.sayeconomy.com/participative-leadership/#comments</comments>
		<pubDate>Fri, 13 Jan 2012 08:14:04 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[leadership styles]]></category>
		<category><![CDATA[leading]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[participative leadership]]></category>
		<category><![CDATA[team]]></category>
		<category><![CDATA[team work]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=2292</guid>
		<description><![CDATA[Participative leadership is a big hit in todays economy. Empowerment of your employees is something everyone says to be good. But is it really? Is participative leadership even connected with empowerment of your employees? Let&#8217;s talk a little about what participative leadership actually is and let&#8217;s take a look at some good and some bad [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/participative-leadership/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Change Management Iceberg by Wilfried Kruger</title>
		<link>http://www.sayeconomy.com/change-management-iceberg-by-wilfried-kruger/</link>
		<comments>http://www.sayeconomy.com/change-management-iceberg-by-wilfried-kruger/#comments</comments>
		<pubDate>Mon, 09 Jan 2012 07:51:23 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[closer look]]></category>
		<category><![CDATA[company managers]]></category>
		<category><![CDATA[economy]]></category>
		<category><![CDATA[failure]]></category>
		<category><![CDATA[hot topic]]></category>
		<category><![CDATA[icebergs]]></category>
		<category><![CDATA[issue management]]></category>
		<category><![CDATA[negative behavior]]></category>
		<category><![CDATA[opponents]]></category>
		<category><![CDATA[perceptions]]></category>
		<category><![CDATA[point of view]]></category>
		<category><![CDATA[positive attitude]]></category>
		<category><![CDATA[power and politics]]></category>
		<category><![CDATA[promoters]]></category>
		<category><![CDATA[quality time]]></category>
		<category><![CDATA[superficial level]]></category>
		<category><![CDATA[tip of the iceberg]]></category>
		<category><![CDATA[wilfried kruger]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4330</guid>
		<description><![CDATA[With today’s changing economy change management is a very hot topic to be discussed. In order to tackle the employees of a company managers always try to use some innovative methods. One of the best ways to enhance this point of view is to take a closer look at change management iceberg. This management was [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/change-management-iceberg-by-wilfried-kruger/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Direct Costing</title>
		<link>http://www.sayeconomy.com/direct-costing/</link>
		<comments>http://www.sayeconomy.com/direct-costing/#comments</comments>
		<pubDate>Fri, 06 Jan 2012 12:23:49 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[assumptions]]></category>
		<category><![CDATA[budget]]></category>
		<category><![CDATA[budgeting system]]></category>
		<category><![CDATA[customer profitability analysis]]></category>
		<category><![CDATA[decisions]]></category>
		<category><![CDATA[direct costing]]></category>
		<category><![CDATA[equipment purchases]]></category>
		<category><![CDATA[indirect costs]]></category>
		<category><![CDATA[overhead costs]]></category>
		<category><![CDATA[period costs]]></category>
		<category><![CDATA[processing equipment]]></category>
		<category><![CDATA[production volumes]]></category>
		<category><![CDATA[profitable customer]]></category>
		<category><![CDATA[sales volume]]></category>
		<category><![CDATA[subtraction]]></category>
		<category><![CDATA[term profitability]]></category>
		<category><![CDATA[variable costing]]></category>
		<category><![CDATA[volume level]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=3776</guid>
		<description><![CDATA[In direct costing method by allocation of appropriate portion of direct cost the product’s cost or operation is determined. Fixed costs are treated as period costs in direct costing. Direct costing is also called as variable costing or contribution costing. It directly associates with the changes in production volumes. Uses of direct costing are: Equipment [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/direct-costing/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Discounted Cash Flow &#8211; DCF</title>
		<link>http://www.sayeconomy.com/discounted-cash-flow-dcf/</link>
		<comments>http://www.sayeconomy.com/discounted-cash-flow-dcf/#comments</comments>
		<pubDate>Tue, 03 Jan 2012 10:12:07 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[annuity]]></category>
		<category><![CDATA[attractiveness]]></category>
		<category><![CDATA[cash flow analysis]]></category>
		<category><![CDATA[cash flows]]></category>
		<category><![CDATA[company asset]]></category>
		<category><![CDATA[concept of time]]></category>
		<category><![CDATA[forecast period]]></category>
		<category><![CDATA[garbage]]></category>
		<category><![CDATA[infinity]]></category>
		<category><![CDATA[investment opportunity]]></category>
		<category><![CDATA[npv]]></category>
		<category><![CDATA[present value]]></category>
		<category><![CDATA[realistic estimate]]></category>
		<category><![CDATA[risk premium]]></category>
		<category><![CDATA[terminal value]]></category>
		<category><![CDATA[time value of money]]></category>
		<category><![CDATA[valuation method]]></category>
		<category><![CDATA[value investors]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=3778</guid>
		<description><![CDATA[Attractiveness of an investment opportunity is estimated by this valuation method.Opportunity is regarded as good if analysis of DCF is greater than investment’s current cost. By using forecast period, which is determined, future’s cash flow can be set. Many people prefer to have money sooner than later so cash flows in different period cannot be [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/discounted-cash-flow-dcf/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Clarkson’s Principles</title>
		<link>http://www.sayeconomy.com/clarkson%e2%80%99s-principles/</link>
		<comments>http://www.sayeconomy.com/clarkson%e2%80%99s-principles/#comments</comments>
		<pubDate>Thu, 22 Dec 2011 09:33:50 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[amp board]]></category>
		<category><![CDATA[board effectiveness]]></category>
		<category><![CDATA[business ethics]]></category>
		<category><![CDATA[citizenry]]></category>
		<category><![CDATA[conflicts]]></category>
		<category><![CDATA[cooperation]]></category>
		<category><![CDATA[corporate social performance]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[entities]]></category>
		<category><![CDATA[faculty member]]></category>
		<category><![CDATA[human rights]]></category>
		<category><![CDATA[incentive systems]]></category>
		<category><![CDATA[interdependence]]></category>
		<category><![CDATA[legitimate stakeholders]]></category>
		<category><![CDATA[moral responsibilities]]></category>
		<category><![CDATA[open communication]]></category>
		<category><![CDATA[relevant stakeholders]]></category>
		<category><![CDATA[retirement]]></category>
		<category><![CDATA[rewards]]></category>
		<category><![CDATA[university of toronto]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4352</guid>
		<description><![CDATA[Clarkson Principles are the rules about Stakeholder management. These principles were given by Max Clarkson (1922-1998), a faculty member at University of Toronto. He retired in 1988. After his retirement he founded Clarkson Centre for Business Ethics &#38; Board Effectiveness, or CC (BE) 2. It was initially known as “Centre for Corporate Social Performance and Ethics” [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/clarkson%e2%80%99s-principles/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Economic Margin &#8211; EM</title>
		<link>http://www.sayeconomy.com/economic-margin-em/</link>
		<comments>http://www.sayeconomy.com/economic-margin-em/#comments</comments>
		<pubDate>Tue, 20 Dec 2011 11:35:24 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[asset growth]]></category>
		<category><![CDATA[average earnings]]></category>
		<category><![CDATA[corporate america]]></category>
		<category><![CDATA[economic index]]></category>
		<category><![CDATA[economic margins]]></category>
		<category><![CDATA[economic profitability]]></category>
		<category><![CDATA[ems]]></category>
		<category><![CDATA[graph]]></category>
		<category><![CDATA[installed capital]]></category>
		<category><![CDATA[investors]]></category>
		<category><![CDATA[market performance]]></category>
		<category><![CDATA[p500]]></category>
		<category><![CDATA[profitable companies]]></category>
		<category><![CDATA[s p500 index]]></category>
		<category><![CDATA[stock selection]]></category>
		<category><![CDATA[wcr]]></category>
		<category><![CDATA[wealth creation]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=3818</guid>
		<description><![CDATA[Economic Margin is defined as a measure of profitability of a company on an economic index which sets up and identifies the total net earnings of a company above or below the cost of its installed capital. All the companies are generally analyzed in the S&#038;P500 Index which is obviously based on their historical, current [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/economic-margin-em/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Culture Change by Trice Beyer</title>
		<link>http://www.sayeconomy.com/culture-change-by-trice-beyer/</link>
		<comments>http://www.sayeconomy.com/culture-change-by-trice-beyer/#comments</comments>
		<pubDate>Mon, 19 Dec 2011 08:27:27 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[beyer]]></category>
		<category><![CDATA[caution]]></category>
		<category><![CDATA[collective identity]]></category>
		<category><![CDATA[composites]]></category>
		<category><![CDATA[continuity]]></category>
		<category><![CDATA[culture change]]></category>
		<category><![CDATA[emergence]]></category>
		<category><![CDATA[group level]]></category>
		<category><![CDATA[habit]]></category>
		<category><![CDATA[metaphors]]></category>
		<category><![CDATA[myths]]></category>
		<category><![CDATA[optimism]]></category>
		<category><![CDATA[optimistic outlook]]></category>
		<category><![CDATA[rituals]]></category>
		<category><![CDATA[similarities and differences]]></category>
		<category><![CDATA[social disruption]]></category>
		<category><![CDATA[social group]]></category>
		<category><![CDATA[socialization]]></category>
		<category><![CDATA[subgroups]]></category>
		<category><![CDATA[work organizations]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4369</guid>
		<description><![CDATA[A sense of belonging through collective identity is given by culture. The innovation of culture occurs when in a social group a new kind of understanding emerges. Eight considerations were given by Trice and Beyer in a book called ‘The cultures of Work Organizations’. Groups were identified by evaluating the similarities and differences. The considerations that [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/culture-change-by-trice-beyer/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Value Creation Index CGE&amp;Y CBI</title>
		<link>http://www.sayeconomy.com/value-creation-index-cgey-cbi/</link>
		<comments>http://www.sayeconomy.com/value-creation-index-cgey-cbi/#comments</comments>
		<pubDate>Mon, 05 Dec 2011 13:16:26 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[adequate measures]]></category>
		<category><![CDATA[alliances]]></category>
		<category><![CDATA[amp]]></category>
		<category><![CDATA[business innovation]]></category>
		<category><![CDATA[cap gemini ernst]]></category>
		<category><![CDATA[cbi]]></category>
		<category><![CDATA[cge]]></category>
		<category><![CDATA[creation index]]></category>
		<category><![CDATA[employee relation]]></category>
		<category><![CDATA[financial factors]]></category>
		<category><![CDATA[global market]]></category>
		<category><![CDATA[intangibles]]></category>
		<category><![CDATA[medicines]]></category>
		<category><![CDATA[pharmaceuticals]]></category>
		<category><![CDATA[sectors]]></category>
		<category><![CDATA[stock market]]></category>
		<category><![CDATA[technology management]]></category>
		<category><![CDATA[value creation]]></category>
		<category><![CDATA[value drivers]]></category>
		<category><![CDATA[vci]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4254</guid>
		<description><![CDATA[The Value Creation Index (VCI) is a very important tool that is specially designed to identify and make a quantified link between any organization’s performance and its value in the market. There are various traditional methods that are being used to assess the performance of the organizations. But these performances are not sufficient in today&#8217;s [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/value-creation-index-cgey-cbi/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Marketing mix &#8211; 4 Ps</title>
		<link>http://www.sayeconomy.com/marketing-mix-4-ps/</link>
		<comments>http://www.sayeconomy.com/marketing-mix-4-ps/#comments</comments>
		<pubDate>Wed, 30 Nov 2011 22:01:40 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[management theories]]></category>
		<category><![CDATA[marketing management]]></category>
		<category><![CDATA[marketing mix]]></category>
		<category><![CDATA[marketing theories]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=1274</guid>
		<description><![CDATA[The Marketing mix is generally accepted as the use and specification of the four p&#8217;s describing the strategic position of a product in the marketplace. One version of the origins of the marketing mix starts in 1948 when James Culliton said that a marketing decision should be a result of something similar to a recipe. [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/marketing-mix-4-ps/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Changing Organization Cultures by Trice Beyer</title>
		<link>http://www.sayeconomy.com/changing-organization-cultures-by-trice-beyer/</link>
		<comments>http://www.sayeconomy.com/changing-organization-cultures-by-trice-beyer/#comments</comments>
		<pubDate>Mon, 28 Nov 2011 08:25:17 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[company managers]]></category>
		<category><![CDATA[culture change]]></category>
		<category><![CDATA[current organization]]></category>
		<category><![CDATA[interaction]]></category>
		<category><![CDATA[million dollars]]></category>
		<category><![CDATA[organization culture]]></category>
		<category><![CDATA[participants]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[vision of the future]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4334</guid>
		<description><![CDATA[Changing the structure of your organization is one of the most difficult tasks to be done. Culture of the organization is formed by interaction among the participants which takes many years. Culture of an organization is formed for a reason. Culture of a company matches the zone of comfort and the style of the founder [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/changing-organization-cultures-by-trice-beyer/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Theory of Planned Behavior by Ajzen</title>
		<link>http://www.sayeconomy.com/theory-of-planned-behavior-by-ajzen/</link>
		<comments>http://www.sayeconomy.com/theory-of-planned-behavior-by-ajzen/#comments</comments>
		<pubDate>Fri, 25 Nov 2011 09:23:56 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[advertising campaigns]]></category>
		<category><![CDATA[attitude]]></category>
		<category><![CDATA[behavioral intentions]]></category>
		<category><![CDATA[behavioral performance]]></category>
		<category><![CDATA[belief]]></category>
		<category><![CDATA[control beliefs]]></category>
		<category><![CDATA[human behavior]]></category>
		<category><![CDATA[intention]]></category>
		<category><![CDATA[judgment]]></category>
		<category><![CDATA[norm]]></category>
		<category><![CDATA[perceived behavioral control]]></category>
		<category><![CDATA[perception]]></category>
		<category><![CDATA[persuasion]]></category>
		<category><![CDATA[positivly]]></category>
		<category><![CDATA[subjective norms]]></category>
		<category><![CDATA[subjective probability]]></category>
		<category><![CDATA[theory of planned behavior]]></category>
		<category><![CDATA[theory of reasoned action]]></category>
		<category><![CDATA[tpb]]></category>
		<category><![CDATA[variables]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4506</guid>
		<description><![CDATA[Icek Ajzen proposed the theory of planned behavior, and was an extension of theory of reasoned action. The theory of planned behavior or TPB makes convenient to analyze how one can alter human behavior. It determines the deliberate behavior of person, as behavior is considered to be deliberative and sometimes planned even. This theory offers a [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/theory-of-planned-behavior-by-ajzen/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Return on Equity or ROE</title>
		<link>http://www.sayeconomy.com/return-on-equity-or-roe/</link>
		<comments>http://www.sayeconomy.com/return-on-equity-or-roe/#comments</comments>
		<pubDate>Mon, 21 Nov 2011 10:09:10 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[business economics]]></category>
		<category><![CDATA[dividend]]></category>
		<category><![CDATA[dividends]]></category>
		<category><![CDATA[earnings growth]]></category>
		<category><![CDATA[earnings per share]]></category>
		<category><![CDATA[financial ratios]]></category>
		<category><![CDATA[growth model]]></category>
		<category><![CDATA[net income]]></category>
		<category><![CDATA[preferred shares]]></category>
		<category><![CDATA[return of equity]]></category>
		<category><![CDATA[return on equity]]></category>
		<category><![CDATA[roe]]></category>
		<category><![CDATA[share prices]]></category>
		<category><![CDATA[shareholder]]></category>
		<category><![CDATA[stock holders]]></category>
		<category><![CDATA[stock prices]]></category>
		<category><![CDATA[stockholders]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4222</guid>
		<description><![CDATA[The meaning of the return on equity is very simple. It clearly means the percentage ratio of net amount of income returned and shareholder’s equity. The profitability of the company is measured by return on equity as it calculates the total profit generated by the company by the money that has been invested by the investors in the shares of [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/return-on-equity-or-roe/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Cultural Intelligence Early</title>
		<link>http://www.sayeconomy.com/cultural-intelligence-early/</link>
		<comments>http://www.sayeconomy.com/cultural-intelligence-early/#comments</comments>
		<pubDate>Fri, 18 Nov 2011 10:50:31 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[body language]]></category>
		<category><![CDATA[cognitive skill]]></category>
		<category><![CDATA[communication problem]]></category>
		<category><![CDATA[decisions]]></category>
		<category><![CDATA[different cultures]]></category>
		<category><![CDATA[emotion]]></category>
		<category><![CDATA[encounter]]></category>
		<category><![CDATA[etiquettes]]></category>
		<category><![CDATA[experiences]]></category>
		<category><![CDATA[flexibility]]></category>
		<category><![CDATA[intelligence]]></category>
		<category><![CDATA[judgments]]></category>
		<category><![CDATA[listening skills]]></category>
		<category><![CDATA[managing relationships]]></category>
		<category><![CDATA[mental structures]]></category>
		<category><![CDATA[negative judgment]]></category>
		<category><![CDATA[participant]]></category>
		<category><![CDATA[participants]]></category>
		<category><![CDATA[rituals]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4336</guid>
		<description><![CDATA[It is the ability to act in an appropriate way where the situation of multi cultures arrives. To achieve this one should have a mind that can grasp new information easily and one who is also curious to know about different cultures. One of the components of cultural intelligence is emotion. This component is subjective [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/cultural-intelligence-early/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Deming cycle &#8211; PDSA</title>
		<link>http://www.sayeconomy.com/deming-cycle-pdsa/</link>
		<comments>http://www.sayeconomy.com/deming-cycle-pdsa/#comments</comments>
		<pubDate>Thu, 17 Nov 2011 09:02:09 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[customer complaints]]></category>
		<category><![CDATA[deming]]></category>
		<category><![CDATA[iterative cycle]]></category>
		<category><![CDATA[participants]]></category>
		<category><![CDATA[plan stage]]></category>
		<category><![CDATA[stage results]]></category>
		<category><![CDATA[stage tests]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4373</guid>
		<description><![CDATA[The cycle given by Deming operates in four stages. These stages carry out the changes and helps in improving the quality. The four stages are plan, do, study and act. It was developed in earlier 1990’s and since then is widely accepted and used.  It is an iterative cycle that can be continuously used for [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/deming-cycle-pdsa/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Organic Organization by Burns and Stalker</title>
		<link>http://www.sayeconomy.com/organic-organization-by-burns-and-stalker/</link>
		<comments>http://www.sayeconomy.com/organic-organization-by-burns-and-stalker/#comments</comments>
		<pubDate>Fri, 11 Nov 2011 12:22:35 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[1950s]]></category>
		<category><![CDATA[attribute]]></category>
		<category><![CDATA[burns]]></category>
		<category><![CDATA[doors]]></category>
		<category><![CDATA[external knowledge]]></category>
		<category><![CDATA[group leadership]]></category>
		<category><![CDATA[hierarchy]]></category>
		<category><![CDATA[hub]]></category>
		<category><![CDATA[mechanistic organization]]></category>
		<category><![CDATA[mechanistic organizations]]></category>
		<category><![CDATA[morand]]></category>
		<category><![CDATA[organic organization]]></category>
		<category><![CDATA[organic organizations]]></category>
		<category><![CDATA[organism]]></category>
		<category><![CDATA[organizational structure]]></category>
		<category><![CDATA[personalities]]></category>
		<category><![CDATA[specialization]]></category>
		<category><![CDATA[stalker]]></category>
		<category><![CDATA[talented individuals]]></category>
		<category><![CDATA[teamwork]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4435</guid>
		<description><![CDATA[Burns and Stalker who coined mechanistic organizations led to creation of another term organic organizations in end of 1950s. Organic organizations are basically flexible and values external knowledge. Organic organizations are sometimes also referred to as organism organizations and are a type of organizational structure which is widely assayed, but never existed practically as when compared [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/organic-organization-by-burns-and-stalker/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Industry Change by Anita M. McGahan</title>
		<link>http://www.sayeconomy.com/industry-change-by-anita-m-mcgahan/</link>
		<comments>http://www.sayeconomy.com/industry-change-by-anita-m-mcgahan/#comments</comments>
		<pubDate>Thu, 10 Nov 2011 13:45:18 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[anita]]></category>
		<category><![CDATA[balancing act]]></category>
		<category><![CDATA[boston]]></category>
		<category><![CDATA[commitments]]></category>
		<category><![CDATA[core activities]]></category>
		<category><![CDATA[core assets]]></category>
		<category><![CDATA[failure]]></category>
		<category><![CDATA[false assumptions]]></category>
		<category><![CDATA[hbr]]></category>
		<category><![CDATA[intelligent investments]]></category>
		<category><![CDATA[knowledge companies]]></category>
		<category><![CDATA[profits]]></category>
		<category><![CDATA[researches]]></category>
		<category><![CDATA[segments]]></category>
		<category><![CDATA[subject to threat]]></category>
		<category><![CDATA[trajectories]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4391</guid>
		<description><![CDATA[Anita M. McGahan, a professor of Management from Boston gave Four distinct Trajectories of Industry change which describe how the industries are changed. This model of McGahan was firstly published in the HBR of October 2004. McGahan feels that one cannot make intelligent investments within an organization until it is understood how the industry is [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/industry-change-by-anita-m-mcgahan/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Levels of Culture by Edgard Schein</title>
		<link>http://www.sayeconomy.com/levels-of-culture-by-edgard-schein/</link>
		<comments>http://www.sayeconomy.com/levels-of-culture-by-edgard-schein/#comments</comments>
		<pubDate>Sun, 06 Nov 2011 10:02:37 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[amp]]></category>
		<category><![CDATA[artifacts]]></category>
		<category><![CDATA[basic assumptions]]></category>
		<category><![CDATA[cultural understanding]]></category>
		<category><![CDATA[cultures]]></category>
		<category><![CDATA[edgard schein]]></category>
		<category><![CDATA[external adaptation]]></category>
		<category><![CDATA[human existence]]></category>
		<category><![CDATA[human relationships]]></category>
		<category><![CDATA[internal integration]]></category>
		<category><![CDATA[levels of culture]]></category>
		<category><![CDATA[nutshell]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[organizational learning]]></category>
		<category><![CDATA[perceptions]]></category>
		<category><![CDATA[philosophies]]></category>
		<category><![CDATA[primary source]]></category>
		<category><![CDATA[spite]]></category>
		<category><![CDATA[tacit assumptions]]></category>
		<category><![CDATA[unconscious levels]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4429</guid>
		<description><![CDATA[It is always believed that we all are surrounded by cultures that are deep seated, pervasive and complex. Edgard Schein feels that Organizational Learning, development and planned changes cannot be understood without taking into account Culture as the primary source of resistance to change. The leaders are unaware of the cultures in which they are [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/levels-of-culture-by-edgard-schein/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Competing Values Framework by Quinn and Rohrbaugh</title>
		<link>http://www.sayeconomy.com/competing-values-framework-by-quinn-and-rohrbaugh/</link>
		<comments>http://www.sayeconomy.com/competing-values-framework-by-quinn-and-rohrbaugh/#comments</comments>
		<pubDate>Wed, 02 Nov 2011 07:59:01 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[competing values framework]]></category>
		<category><![CDATA[empirical research]]></category>
		<category><![CDATA[external focus]]></category>
		<category><![CDATA[first dimension]]></category>
		<category><![CDATA[goal setting]]></category>
		<category><![CDATA[hierarchies]]></category>
		<category><![CDATA[human relations]]></category>
		<category><![CDATA[human resources development]]></category>
		<category><![CDATA[innovation and creativity]]></category>
		<category><![CDATA[internal focus]]></category>
		<category><![CDATA[kenneth blanchard]]></category>
		<category><![CDATA[leader behavior]]></category>
		<category><![CDATA[management programs]]></category>
		<category><![CDATA[process model]]></category>
		<category><![CDATA[rational action]]></category>
		<category><![CDATA[rohrbaugh]]></category>
		<category><![CDATA[second dimension]]></category>
		<category><![CDATA[systems model]]></category>
		<category><![CDATA[teaching tool]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4355</guid>
		<description><![CDATA[The Competing Values Framework was given by Quinn and Rohrbaugh in 1983. It originally emerged from empirical research on the question of what makes organizations effective. In the history of business, it has been named as one of the important business model amongst top 50. The two dimensions of effectiveness were discovered: The first dimension [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/competing-values-framework-by-quinn-and-rohrbaugh/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Fourteen Points of Management by Deming</title>
		<link>http://www.sayeconomy.com/fourteen-points-of-management-by-deming/</link>
		<comments>http://www.sayeconomy.com/fourteen-points-of-management-by-deming/#comments</comments>
		<pubDate>Mon, 31 Oct 2011 21:30:10 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[american statistician]]></category>
		<category><![CDATA[constancy]]></category>
		<category><![CDATA[feed stocks]]></category>
		<category><![CDATA[invention]]></category>
		<category><![CDATA[japanese emperor]]></category>
		<category><![CDATA[japanese engineers]]></category>
		<category><![CDATA[japanese industry]]></category>
		<category><![CDATA[leadership and supervision]]></category>
		<category><![CDATA[manufacturing industry]]></category>
		<category><![CDATA[philosophies]]></category>
		<category><![CDATA[population census]]></category>
		<category><![CDATA[quality goods]]></category>
		<category><![CDATA[quality management]]></category>
		<category><![CDATA[radical ideas]]></category>
		<category><![CDATA[scope]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[total quality management tqm]]></category>
		<category><![CDATA[variation]]></category>
		<category><![CDATA[w edwards]]></category>
		<category><![CDATA[workforce]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4476</guid>
		<description><![CDATA[W.Edwards Deming, an American statistician was known for the invention of Total Quality Management (TQM) and Japan was known as a manufacturing nation because of him. Just after the War, Deming went to Japan to set up the Japan’s population census. He taught the Japanese engineers how to manufacture high quality goods without using expensive [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/fourteen-points-of-management-by-deming/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Kaizen Change Philosophy</title>
		<link>http://www.sayeconomy.com/kaizen-change-philosophy/</link>
		<comments>http://www.sayeconomy.com/kaizen-change-philosophy/#comments</comments>
		<pubDate>Thu, 27 Oct 2011 07:43:57 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[aspects of life]]></category>
		<category><![CDATA[assembly line workers]]></category>
		<category><![CDATA[business management system]]></category>
		<category><![CDATA[business sense]]></category>
		<category><![CDATA[continual growth]]></category>
		<category><![CDATA[continuous improvement]]></category>
		<category><![CDATA[entire organization]]></category>
		<category><![CDATA[five elements]]></category>
		<category><![CDATA[government sectors]]></category>
		<category><![CDATA[japanese businesses]]></category>
		<category><![CDATA[japanese word]]></category>
		<category><![CDATA[kaizen]]></category>
		<category><![CDATA[life coaching]]></category>
		<category><![CDATA[organizational boundaries]]></category>
		<category><![CDATA[personal discipline]]></category>
		<category><![CDATA[quality circles]]></category>
		<category><![CDATA[quality management]]></category>
		<category><![CDATA[second world war]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[toyota production system]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4600</guid>
		<description><![CDATA[The word Kaizen is actually a Japanese word that means ‘improvement’ or ‘one can say continuous improvement in all aspects of life’ or ‘change for the better’. Kaizen refers to the philosophy that aims on continuously modifying the processes as that of manufacturing, or engineering, and even in business management system. The philosophy of kaizen can be [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/kaizen-change-philosophy/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Seven Surprises by Porter</title>
		<link>http://www.sayeconomy.com/seven-surprises-by-porter/</link>
		<comments>http://www.sayeconomy.com/seven-surprises-by-porter/#comments</comments>
		<pubDate>Fri, 21 Oct 2011 09:35:07 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[aims]]></category>
		<category><![CDATA[boss]]></category>
		<category><![CDATA[ceo]]></category>
		<category><![CDATA[ceos]]></category>
		<category><![CDATA[extent]]></category>
		<category><![CDATA[extreme caution]]></category>
		<category><![CDATA[job]]></category>
		<category><![CDATA[michael porter]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[shareholders]]></category>
		<category><![CDATA[supportive leadership]]></category>
		<category><![CDATA[surprises]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4484</guid>
		<description><![CDATA[Michael Porter gave an article in HBR regarding CEOs which describes seven surprises for the newly appointed ones. A newly appointed CEO may think that he has the authority to lead the whole organization and the power to set strategies but he must know that this job is not at all simple. The CEO has [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/seven-surprises-by-porter/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Fourteen Points of Management by W. Edwards Deming</title>
		<link>http://www.sayeconomy.com/fourteen-points-of-management-by-w-edwards-deming/</link>
		<comments>http://www.sayeconomy.com/fourteen-points-of-management-by-w-edwards-deming/#comments</comments>
		<pubDate>Wed, 19 Oct 2011 12:20:43 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[american statistician]]></category>
		<category><![CDATA[constancy]]></category>
		<category><![CDATA[feed stocks]]></category>
		<category><![CDATA[invention]]></category>
		<category><![CDATA[japanese emperor]]></category>
		<category><![CDATA[japanese engineers]]></category>
		<category><![CDATA[japanese industry]]></category>
		<category><![CDATA[leadership and supervision]]></category>
		<category><![CDATA[manufacturing industry]]></category>
		<category><![CDATA[philosophies]]></category>
		<category><![CDATA[population census]]></category>
		<category><![CDATA[quality goods]]></category>
		<category><![CDATA[quality management]]></category>
		<category><![CDATA[radical ideas]]></category>
		<category><![CDATA[scope]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[total quality management tqm]]></category>
		<category><![CDATA[variation]]></category>
		<category><![CDATA[w edwards]]></category>
		<category><![CDATA[workforce]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4397</guid>
		<description><![CDATA[W. Edwards Deming, an American statistician was known for the invention of Total Quality Management (TQM) and Japan was known as a manufacturing nation because of him. Just after the War, Deming went to Japan to set up the Japan’s population census. He taught the Japanese engineers how to manufacture high quality goods without using [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/fourteen-points-of-management-by-w-edwards-deming/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>People Capability Maturity Model</title>
		<link>http://www.sayeconomy.com/people-capability-maturity-model/</link>
		<comments>http://www.sayeconomy.com/people-capability-maturity-model/#comments</comments>
		<pubDate>Mon, 17 Oct 2011 08:59:51 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[business perspective]]></category>
		<category><![CDATA[capability maturity model]]></category>
		<category><![CDATA[CMM]]></category>
		<category><![CDATA[critical issues]]></category>
		<category><![CDATA[development and management]]></category>
		<category><![CDATA[employee perspective]]></category>
		<category><![CDATA[employee satisfaction]]></category>
		<category><![CDATA[hr framework]]></category>
		<category><![CDATA[human assets]]></category>
		<category><![CDATA[knowledge management]]></category>
		<category><![CDATA[manpower resources]]></category>
		<category><![CDATA[maturity framework]]></category>
		<category><![CDATA[organizational development]]></category>
		<category><![CDATA[people capability maturity model]]></category>
		<category><![CDATA[quality systems]]></category>
		<category><![CDATA[right job]]></category>
		<category><![CDATA[six sigma]]></category>
		<category><![CDATA[skilled manpower]]></category>
		<category><![CDATA[standardization]]></category>
		<category><![CDATA[workforces]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4509</guid>
		<description><![CDATA[People Capability Maturity Model also known as People CMM or PCMM is basically a maturity framework that introduced a kind of institutionalized, in fact a standard based approach to create HR framework for the organization. It aims at persistently enhancing the development and management of human assets for any organization. People CMM is a matured [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/people-capability-maturity-model/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Ten Principles of Reinvention by David Osborne and Ted Gaebler</title>
		<link>http://www.sayeconomy.com/ten-principles-of-reinvention-by-david-osborne-and-ted-gaebler/</link>
		<comments>http://www.sayeconomy.com/ten-principles-of-reinvention-by-david-osborne-and-ted-gaebler/#comments</comments>
		<pubDate>Thu, 13 Oct 2011 11:58:08 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[bureaucracy]]></category>
		<category><![CDATA[customer driven government]]></category>
		<category><![CDATA[david osborne]]></category>
		<category><![CDATA[decentralized government]]></category>
		<category><![CDATA[driven organizations]]></category>
		<category><![CDATA[empowerment]]></category>
		<category><![CDATA[entrepreneurial government]]></category>
		<category><![CDATA[government works]]></category>
		<category><![CDATA[governments]]></category>
		<category><![CDATA[missions]]></category>
		<category><![CDATA[monopolies]]></category>
		<category><![CDATA[politicians]]></category>
		<category><![CDATA[prevention]]></category>
		<category><![CDATA[principle]]></category>
		<category><![CDATA[profit agencies]]></category>
		<category><![CDATA[profit businesses]]></category>
		<category><![CDATA[reinvention]]></category>
		<category><![CDATA[service delivery]]></category>
		<category><![CDATA[ted]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4504</guid>
		<description><![CDATA[David Osborne and Ted Gaebler consider that governments which are tall, sluggish, or over centralized and are also preoccupied due to rules and regulations do not perform their jobs well. Basically, Public agencies were developed in order to save the general public from the politicians who attain high power and then misuse money of the [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/ten-principles-of-reinvention-by-david-osborne-and-ted-gaebler/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Cultural Dimensions by Geert Hofstede</title>
		<link>http://www.sayeconomy.com/cultural-dimensions-by-geert-hofstede-2/</link>
		<comments>http://www.sayeconomy.com/cultural-dimensions-by-geert-hofstede-2/#comments</comments>
		<pubDate>Wed, 12 Oct 2011 06:58:29 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[Online economy]]></category>
		<category><![CDATA[ambitions]]></category>
		<category><![CDATA[collectivism vs individualism]]></category>
		<category><![CDATA[cultures]]></category>
		<category><![CDATA[databases]]></category>
		<category><![CDATA[distribution of wealth]]></category>
		<category><![CDATA[Geert Hofstede]]></category>
		<category><![CDATA[germany]]></category>
		<category><![CDATA[guatemala]]></category>
		<category><![CDATA[helping others]]></category>
		<category><![CDATA[latitude climate]]></category>
		<category><![CDATA[males and females]]></category>
		<category><![CDATA[masculinity]]></category>
		<category><![CDATA[population]]></category>
		<category><![CDATA[power distance]]></category>
		<category><![CDATA[quality of life]]></category>
		<category><![CDATA[refinement]]></category>
		<category><![CDATA[research publication]]></category>
		<category><![CDATA[score]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4367</guid>
		<description><![CDATA[In 1990’s Geert Hofstede offered, the five cultural dimensions by analyzing large databases. He collected the data from various countries and analyzed it. Earlier he wanted to use the analysis of 70 countries but then he decided to analyze the data of 53 countries. In 1990 he published his research publication. He was mainly focused [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/cultural-dimensions-by-geert-hofstede-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Stakeholder Management</title>
		<link>http://www.sayeconomy.com/stakeholder-management/</link>
		<comments>http://www.sayeconomy.com/stakeholder-management/#comments</comments>
		<pubDate>Sun, 09 Oct 2011 18:21:15 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[communication channels]]></category>
		<category><![CDATA[communication plan]]></category>
		<category><![CDATA[conflicts]]></category>
		<category><![CDATA[decisions]]></category>
		<category><![CDATA[failure]]></category>
		<category><![CDATA[losses]]></category>
		<category><![CDATA[matrix]]></category>
		<category><![CDATA[profits]]></category>
		<category><![CDATA[relationships]]></category>
		<category><![CDATA[seminars]]></category>
		<category><![CDATA[stakeholder management]]></category>
		<category><![CDATA[stakeholder strategy]]></category>
		<category><![CDATA[utmost importance]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4494</guid>
		<description><![CDATA[Stakeholder Management means managing the expectations which stakeholders have from the company they are associated with. Stakeholder refers to an individual or a group who is willing to invest in some project or some company and who gets affected by the decisions made in that company, the profits or losses incurred by it, etc. Stakeholder [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/stakeholder-management/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Parenting Advantage by Michael Goold and Andrew Campbell</title>
		<link>http://www.sayeconomy.com/parenting-advantage-by-michael-goold-and-andrew-campbell/</link>
		<comments>http://www.sayeconomy.com/parenting-advantage-by-michael-goold-and-andrew-campbell/#comments</comments>
		<pubDate>Mon, 03 Oct 2011 13:04:46 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[andrew campbell]]></category>
		<category><![CDATA[business companies]]></category>
		<category><![CDATA[business unit]]></category>
		<category><![CDATA[central functions]]></category>
		<category><![CDATA[concept of parenting]]></category>
		<category><![CDATA[corporate strategists]]></category>
		<category><![CDATA[corporate strategy]]></category>
		<category><![CDATA[corporate values]]></category>
		<category><![CDATA[critical factors]]></category>
		<category><![CDATA[group management]]></category>
		<category><![CDATA[hamal]]></category>
		<category><![CDATA[infact]]></category>
		<category><![CDATA[linkage]]></category>
		<category><![CDATA[management styles]]></category>
		<category><![CDATA[michael goold]]></category>
		<category><![CDATA[parent company]]></category>
		<category><![CDATA[Prahalad]]></category>
		<category><![CDATA[strategic decisions]]></category>
		<category><![CDATA[synergy]]></category>
		<category><![CDATA[value creation]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4443</guid>
		<description><![CDATA[Michael Goold and Andrew Campbell introduced the concept of parenting advantage. According to them, parenting advantage is a framework that represents the manner in which a  company helps in creating value. Goold Campbell infact, stated that no parent company should contribute any value to its business unit. However, it can lend its contribution to other potential [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/parenting-advantage-by-michael-goold-and-andrew-campbell/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>System Dynamics/Thinking Forrester</title>
		<link>http://www.sayeconomy.com/system-dynamicsthinking-forrester/</link>
		<comments>http://www.sayeconomy.com/system-dynamicsthinking-forrester/#comments</comments>
		<pubDate>Thu, 29 Sep 2011 08:53:20 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Human resources]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[complex systems]]></category>
		<category><![CDATA[customer surveys]]></category>
		<category><![CDATA[dynamic systems]]></category>
		<category><![CDATA[feedback loops]]></category>
		<category><![CDATA[human perception]]></category>
		<category><![CDATA[jay wright forrester]]></category>
		<category><![CDATA[market behavior]]></category>
		<category><![CDATA[material requirements]]></category>
		<category><![CDATA[mental models]]></category>
		<category><![CDATA[organization system]]></category>
		<category><![CDATA[organizational performance]]></category>
		<category><![CDATA[personal performance]]></category>
		<category><![CDATA[planning project]]></category>
		<category><![CDATA[planning system]]></category>
		<category><![CDATA[project planning]]></category>
		<category><![CDATA[supply chain optimization]]></category>
		<category><![CDATA[system dynamics]]></category>
		<category><![CDATA[systems scientist]]></category>
		<category><![CDATA[time delays]]></category>
		<category><![CDATA[time systems]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4502</guid>
		<description><![CDATA[Jay Wright Forrester, a systems scientist introduced the concept of System Dynamics, which lay emphasis on simulation of interactions amongst the objects present in dynamic systems. System dynamics by Forrester, addresses feedback loops internally and time delays which impact the behavior of whole system. It helps to examine behavior of the complex systems over certain period of time. Systems Thinking/ Dynamics [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/system-dynamicsthinking-forrester/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Result Oriented Management</title>
		<link>http://www.sayeconomy.com/result-oriented-management/</link>
		<comments>http://www.sayeconomy.com/result-oriented-management/#comments</comments>
		<pubDate>Mon, 26 Sep 2011 06:45:20 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[aim]]></category>
		<category><![CDATA[appraisals]]></category>
		<category><![CDATA[corporate goals]]></category>
		<category><![CDATA[decision makers]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intervals]]></category>
		<category><![CDATA[main resources]]></category>
		<category><![CDATA[money]]></category>
		<category><![CDATA[partnership]]></category>
		<category><![CDATA[schouten]]></category>
		<category><![CDATA[supportive leadership]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[targets]]></category>
		<category><![CDATA[term goals]]></category>
		<category><![CDATA[van beers]]></category>
		<category><![CDATA[wim van]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4480</guid>
		<description><![CDATA[Jan Schouten, in partnership with Wim van Beers, gave a style of management known as Result Oriented Management. The aim of this system is to obtain the results on the basis of the measurable agreements which have already been made. This style of management, basically, emphasizes on the idea that the employees will be more [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/result-oriented-management/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Six Changes Approaches by Kotter</title>
		<link>http://www.sayeconomy.com/six-changes-approaches-by-kotter/</link>
		<comments>http://www.sayeconomy.com/six-changes-approaches-by-kotter/#comments</comments>
		<pubDate>Thu, 22 Sep 2011 09:45:58 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[change communication]]></category>
		<category><![CDATA[change managers]]></category>
		<category><![CDATA[communication problems]]></category>
		<category><![CDATA[counseling]]></category>
		<category><![CDATA[difficult times]]></category>
		<category><![CDATA[education]]></category>
		<category><![CDATA[fear]]></category>
		<category><![CDATA[incentives]]></category>
		<category><![CDATA[judgments]]></category>
		<category><![CDATA[kotter and schlesinger]]></category>
		<category><![CDATA[logic]]></category>
		<category><![CDATA[manipulation]]></category>
		<category><![CDATA[misunderstanding]]></category>
		<category><![CDATA[negotiation and agreement]]></category>
		<category><![CDATA[participation]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[resisting change]]></category>
		<category><![CDATA[self interest]]></category>
		<category><![CDATA[tolerance]]></category>
		<category><![CDATA[transition period]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4486</guid>
		<description><![CDATA[The model of Kotter called Change Approaches deals with resistance to change. This model was given by Kotter and Schlesinger in 1979. According to them there are some reasons of people resisting from change. They are: Parochial self-interest: Some people only think about themselves and they are concerned with how change may affect them rather than [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/six-changes-approaches-by-kotter/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>What Are Bricks and Clicks?</title>
		<link>http://www.sayeconomy.com/what-are-bricks-and-clicks/</link>
		<comments>http://www.sayeconomy.com/what-are-bricks-and-clicks/#comments</comments>
		<pubDate>Sun, 18 Sep 2011 08:11:09 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[Online economy]]></category>
		<category><![CDATA[bricks]]></category>
		<category><![CDATA[brokerage firm]]></category>
		<category><![CDATA[ceo]]></category>
		<category><![CDATA[charles schwab]]></category>
		<category><![CDATA[convenience]]></category>
		<category><![CDATA[core competency]]></category>
		<category><![CDATA[distribution channels]]></category>
		<category><![CDATA[dual platform]]></category>
		<category><![CDATA[electronics store]]></category>
		<category><![CDATA[infrastructure]]></category>
		<category><![CDATA[internal practices]]></category>
		<category><![CDATA[nearby store]]></category>
		<category><![CDATA[overhead costs]]></category>
		<category><![CDATA[physical business]]></category>
		<category><![CDATA[presence]]></category>
		<category><![CDATA[relationship]]></category>
		<category><![CDATA[retail outlets]]></category>
		<category><![CDATA[supplier networks]]></category>
		<category><![CDATA[supply chains]]></category>
		<category><![CDATA[traditional retailer]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4547</guid>
		<description><![CDATA[Bricks and clicks are referred to as a business which helps people by offering online services through web i.e. online and also by retail outlets which are traditional i.e. offline. This term was coined by David Pottruckin 1999 who was the co-CEO of a brokerage firm called as Charles Schwab. In this two divisions were [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/what-are-bricks-and-clicks/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Growth Phases by Greiner</title>
		<link>http://www.sayeconomy.com/growth-phases-by-greiner/</link>
		<comments>http://www.sayeconomy.com/growth-phases-by-greiner/#comments</comments>
		<pubDate>Thu, 15 Sep 2011 07:28:42 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[autonomy]]></category>
		<category><![CDATA[budgets]]></category>
		<category><![CDATA[business manager]]></category>
		<category><![CDATA[delegation]]></category>
		<category><![CDATA[expenditures]]></category>
		<category><![CDATA[field managers]]></category>
		<category><![CDATA[growth phase]]></category>
		<category><![CDATA[initiation]]></category>
		<category><![CDATA[larry greiner]]></category>
		<category><![CDATA[leadership crisis]]></category>
		<category><![CDATA[management team]]></category>
		<category><![CDATA[phase 2]]></category>
		<category><![CDATA[phase 3]]></category>
		<category><![CDATA[phase systems]]></category>
		<category><![CDATA[product groups]]></category>
		<category><![CDATA[red tape]]></category>
		<category><![CDATA[relevant issues]]></category>
		<category><![CDATA[sixth phase]]></category>
		<category><![CDATA[top management]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4410</guid>
		<description><![CDATA[The model of Greiner explains and establishes the awareness that both change and growth are logical and continual. As the organization grows in size, it moves through five different phases. Larry Greiner proposed this model in 1970’s. Initially the model was based on five phases but later sixth phase was added. Different phases are: Phase [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/growth-phases-by-greiner/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Enterprise Architecture by Zachman</title>
		<link>http://www.sayeconomy.com/enterprise-architecture-by-zachman/</link>
		<comments>http://www.sayeconomy.com/enterprise-architecture-by-zachman/#comments</comments>
		<pubDate>Tue, 13 Sep 2011 09:56:46 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[accurate description]]></category>
		<category><![CDATA[architect]]></category>
		<category><![CDATA[business entities]]></category>
		<category><![CDATA[completeness]]></category>
		<category><![CDATA[computer systems]]></category>
		<category><![CDATA[conclusions]]></category>
		<category><![CDATA[correct application]]></category>
		<category><![CDATA[discipline]]></category>
		<category><![CDATA[enterprise architects]]></category>
		<category><![CDATA[enterprise architecture framework]]></category>
		<category><![CDATA[evolution]]></category>
		<category><![CDATA[external environment]]></category>
		<category><![CDATA[frameworks]]></category>
		<category><![CDATA[information training]]></category>
		<category><![CDATA[integrity]]></category>
		<category><![CDATA[mechanisms]]></category>
		<category><![CDATA[organizational structures]]></category>
		<category><![CDATA[requirement analysis]]></category>
		<category><![CDATA[software applications]]></category>
		<category><![CDATA[zachman]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4579</guid>
		<description><![CDATA[A precise and accurate description of an enterprise’s structure is given by Enterprise architecture. The structure of a firm includes its components i.e. the business entities, the properties of these components that are visible externally, and the relationship shared between these entities. Enterprise architecture also describes what these components are composed of, their behavior to [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/enterprise-architecture-by-zachman/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>RACI (RASCI)</title>
		<link>http://www.sayeconomy.com/raci-rasci/</link>
		<comments>http://www.sayeconomy.com/raci-rasci/#comments</comments>
		<pubDate>Sun, 11 Sep 2011 14:29:28 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[approving authority]]></category>
		<category><![CDATA[assignment matrix]]></category>
		<category><![CDATA[cells]]></category>
		<category><![CDATA[clarification]]></category>
		<category><![CDATA[decision makers]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[expanded form]]></category>
		<category><![CDATA[gaps]]></category>
		<category><![CDATA[linear responsibility chart]]></category>
		<category><![CDATA[objective]]></category>
		<category><![CDATA[RACI]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4478</guid>
		<description><![CDATA[Responsibility Assignment Matrix is another name for RACI matrix. It is used to give a proper clarification of the roles of various people associated with a project. In RACI, ‘R’ stand for Responsible, ‘A’ is for Accountable, ‘C’ for Consulted and ‘I’ ensured being Informed. It is also known by another name-Linear Responsibility Chart. The [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/raci-rasci/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Path-Goal Theory House</title>
		<link>http://www.sayeconomy.com/path-goal-theory-house/</link>
		<comments>http://www.sayeconomy.com/path-goal-theory-house/#comments</comments>
		<pubDate>Thu, 08 Sep 2011 11:05:26 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[aims]]></category>
		<category><![CDATA[directive leadership]]></category>
		<category><![CDATA[followers]]></category>
		<category><![CDATA[goal setting theory]]></category>
		<category><![CDATA[group decisions]]></category>
		<category><![CDATA[group participation]]></category>
		<category><![CDATA[hurdles]]></category>
		<category><![CDATA[leader effectiveness]]></category>
		<category><![CDATA[obstacles]]></category>
		<category><![CDATA[ohio state university]]></category>
		<category><![CDATA[path goal theory]]></category>
		<category><![CDATA[performance criteria]]></category>
		<category><![CDATA[rewards]]></category>
		<category><![CDATA[roadblocks]]></category>
		<category><![CDATA[subordinates]]></category>
		<category><![CDATA[supportive leadership]]></category>
		<category><![CDATA[task-oriented leadership]]></category>
		<category><![CDATA[vague hints]]></category>
		<category><![CDATA[welfare]]></category>
		<category><![CDATA[work targets]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4447</guid>
		<description><![CDATA[The path-goal theory or path-goal theory of leader effectiveness was created in 1971 by Robert House, a graduate from Ohio State University. The Path-Goal model of Leadership was basically created to depict the manner in which leaders motivate and assist their subordinates for achieving the aims set by creating a path which is clear and easy in approach. Leaders are responsible to: [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/path-goal-theory-house/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Strategic Alignment by Venkatraman</title>
		<link>http://www.sayeconomy.com/strategic-alignment-by-venkatraman-2/</link>
		<comments>http://www.sayeconomy.com/strategic-alignment-by-venkatraman-2/#comments</comments>
		<pubDate>Tue, 06 Sep 2011 10:26:58 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[administrative structure]]></category>
		<category><![CDATA[alignment model]]></category>
		<category><![CDATA[business environment]]></category>
		<category><![CDATA[business infrastructure]]></category>
		<category><![CDATA[business processes]]></category>
		<category><![CDATA[business scope]]></category>
		<category><![CDATA[business strategy]]></category>
		<category><![CDATA[company business]]></category>
		<category><![CDATA[components of information technology]]></category>
		<category><![CDATA[distinctive competencies]]></category>
		<category><![CDATA[four quadrants]]></category>
		<category><![CDATA[hr skills]]></category>
		<category><![CDATA[human resources skills]]></category>
		<category><![CDATA[quadrant]]></category>
		<category><![CDATA[scopes]]></category>
		<category><![CDATA[software hardware]]></category>
		<category><![CDATA[stakeholders]]></category>
		<category><![CDATA[strategic alignment]]></category>
		<category><![CDATA[technology system]]></category>
		<category><![CDATA[venkatraman]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4496</guid>
		<description><![CDATA[Strategic alignment is used to align together the IT and the business strategy of a company together. To provide this, a strategic alignment model was given by Venkatraman in coordination with some other people. There are four quadrants in the Strategic Alignment model each of which consist of three components, thus making a total of [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/strategic-alignment-by-venkatraman-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Product Life Cycle</title>
		<link>http://www.sayeconomy.com/product-life-cycle/</link>
		<comments>http://www.sayeconomy.com/product-life-cycle/#comments</comments>
		<pubDate>Sun, 04 Sep 2011 08:56:50 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[Marketing & PR]]></category>
		<category><![CDATA[analysis phase]]></category>
		<category><![CDATA[basic functions of management]]></category>
		<category><![CDATA[deliverable product]]></category>
		<category><![CDATA[design phase]]></category>
		<category><![CDATA[development phase]]></category>
		<category><![CDATA[different products]]></category>
		<category><![CDATA[final destination]]></category>
		<category><![CDATA[functions of management]]></category>
		<category><![CDATA[growth stage]]></category>
		<category><![CDATA[market introduction]]></category>
		<category><![CDATA[maturity stage]]></category>
		<category><![CDATA[point of view]]></category>
		<category><![CDATA[product life cycle]]></category>
		<category><![CDATA[production volume]]></category>
		<category><![CDATA[profitability]]></category>
		<category><![CDATA[saturation]]></category>
		<category><![CDATA[two different views]]></category>
		<category><![CDATA[user acceptance testing]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4621</guid>
		<description><![CDATA[There are several phases in which a component (of another product) undergoes in order to become a final deliverable product. The stages are interdependent, they can be pipelined for different products but for single deliverable, the marketing as well as engineering strategies are different. Engineering phases are followed by marketing phases. It can be categorized [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/product-life-cycle/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Total Quality Management (TQM)</title>
		<link>http://www.sayeconomy.com/total-quality-management-tqm/</link>
		<comments>http://www.sayeconomy.com/total-quality-management-tqm/#comments</comments>
		<pubDate>Sat, 03 Sep 2011 18:21:48 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[chief driver]]></category>
		<category><![CDATA[company culture]]></category>
		<category><![CDATA[comprehensive management]]></category>
		<category><![CDATA[continuous improvement]]></category>
		<category><![CDATA[culture company]]></category>
		<category><![CDATA[customer focus]]></category>
		<category><![CDATA[customer satisfaction]]></category>
		<category><![CDATA[employee involvement]]></category>
		<category><![CDATA[executive management]]></category>
		<category><![CDATA[level management]]></category>
		<category><![CDATA[management philosophy]]></category>
		<category><![CDATA[methodologies]]></category>
		<category><![CDATA[methodology]]></category>
		<category><![CDATA[quality decisions]]></category>
		<category><![CDATA[quality management]]></category>
		<category><![CDATA[quality procedures]]></category>
		<category><![CDATA[quality standard]]></category>
		<category><![CDATA[success training]]></category>
		<category><![CDATA[tqm]]></category>
		<category><![CDATA[underlying concepts]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4516</guid>
		<description><![CDATA[Total Quality Management or TQM is basically a comprehensive management philosophy laid on set of principles in order to enhance and achieve delivery of quality of products and its services with the help of continuous refinements in reply to persistent feedback. Total quality management is a structured approach to management of the organization supported by proven [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/total-quality-management-tqm/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Theory of Reasoned Action</title>
		<link>http://www.sayeconomy.com/theory-of-reasoned-action/</link>
		<comments>http://www.sayeconomy.com/theory-of-reasoned-action/#comments</comments>
		<pubDate>Fri, 02 Sep 2011 06:32:25 +0000</pubDate>
		<dc:creator>Matt</dc:creator>
				<category><![CDATA[Economy articles]]></category>
		<category><![CDATA[Ladership & Management]]></category>
		<category><![CDATA[attitudes]]></category>
		<category><![CDATA[belief]]></category>
		<category><![CDATA[encouragement]]></category>
		<category><![CDATA[firstly]]></category>
		<category><![CDATA[icek ajzen]]></category>
		<category><![CDATA[information integration theory]]></category>
		<category><![CDATA[intention]]></category>
		<category><![CDATA[martin fishbein]]></category>
		<category><![CDATA[new attitude]]></category>
		<category><![CDATA[persuasion]]></category>
		<category><![CDATA[subjective norms]]></category>
		<category><![CDATA[theory of reasoned action]]></category>
		<category><![CDATA[two elements]]></category>

		<guid isPermaLink="false">http://www.sayeconomy.com/?p=4513</guid>
		<description><![CDATA[Icek Ajzen and Martin Fishbein formulated the theory of Reasoned Action as advancement over the Information Integration theory. The two significant changes made in integration theory are: Firstly, in persuasion process, Reasoned Actions contribute to the behavioral intention as compared to the information integration theory which predicts the attitude. Reasoned action laid emphasis explicitly on [...]]]></description>
		<wfw:commentRss>http://www.sayeconomy.com/theory-of-reasoned-action/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
	</channel>
</rss>

<!-- Dynamic page generated in 3.007 seconds. -->
<!-- Cached page generated by WP-Super-Cache on 2012-02-07 08:12:18 -->
<!-- Compression = gzip -->
