Effective, persuasive analytical writing is a critical management skill. This note trains students to write to the needs and expectations of their readers with objectivity and efficiency, whether they are writing memos, emails, research reports, technical briefings, position papers, or recommendations for action.
This note presents a short description of BPM5-based balance of payments (BOP) and international investment position (IIP) presentations. It refers to data for South Africa, but given that there are worldwide standards for countries that report both BOP and IIP, it should provide guidance for understanding the data of just about any country.
Since ethics is an integral part of management, it is vital for managers to become comfortable with the language of ethics, and to understand how it is inextricable from the language of business. Students will examine key theories of ethics and how they apply to management decision making.
The ability to achieve product–market alignment (PMA) differentiates businesses that will thrive from those that will fail. Yet many find it difficult to create—and sustain—products that continuously generate value, even as their markets change. Traditionally, managers seeking to develop new products or reexamine current offerings have relied on frameworks that compare customer views on the desira
This note describes balance sheets, income statements, and statements of owners' equity and serves as an introduction to basic financial statements.
This technical note describes parity conditions (PPP, UIP, and CIP) and develops a model of exchange rate determination.
This note describes the economic exposure that arises from changes in currency exchange rates. After illustrating the economic impact of exchange rate changes, including a discussion of real exchange rate changes, the note provides a summary of methods used to manage exposure. The use of forward rates and money markets is explored in detail.
Managing for Stakeholders is used in the Darden School's first-year required "Business Ethics" course. This note explains managing for stakeholders, an emerging view that, basically, businesses and the executives who manage them actually do and should create value for customers, suppliers, employees, communities, and financiers (or shareholders)--which contrasts with the dominant idea that busines