Podcasts about miami business school

What helps set your restaurant apart as an employer? Is it wages, benefits, or how you treat your team? At &pizza, it's all of it, and they're growing at a rapid pace despite what many are calling a labor shortage. Learn from &pizza's President, Andy Hooper about how they've been able to lead the charge when it comes to employee experience, how to offer creative benefits and why they haven't had much trouble hiring these past two years.The Restaurant Growth Podcast is presented by 7shifts and hosted by Dominick “D.J.” Costantino.About Andy HooperAndy Hooper is a restaurant industry veteran with over 15 years of people, operations, brand and technology leadership experience. He has led diverse multi-unit teams for both domestic and international brands, responsible for shaping culture, product and culinary innovation, talent development and guest satisfaction and engagement.Andy currently serves as President for &pizza, having previously served as Chief People Officer and Chief Operating Officer, since joining the brand in 2018. Prior to &pizza, Andy served as the Chief Innovation Officer and Chief People Officer for Cafe Rio Mexican Grill. In his early career, Andy held a variety of leadership roles in human resources for Burger King Corporation, both domestically and internationally. Andy earned a degree in marketing and human resources from the University of Miami Business School. He and his family live on Capitol Hill in Washington, D.C.About 7shiftsSince 2014, 7shifts has helped restaurant managers schedule, evaluate, and communicate with their workforce. Our team comprises people who live and breathe restaurant culture and strive to help our customers simplify team management, every single day.

What helps set your restaurant apart as an employer? Is it wages, benefits, or how you treat your team? At &pizza, it's all of it, and they're growing at a rapid pace despite what many are calling a labor shortage. Learn from &pizza's President, Andy Hooper about how they've been able to lead the charge when it comes to employee experience, how to offer creative benefits and why they haven't had much trouble hiring these past two years.The Restaurant Growth Podcast is presented by 7shifts and hosted by Dominick “D.J.” Costantino.About Andy HooperAndy Hooper is a restaurant industry veteran with over 15 years of people, operations, brand and technology leadership experience. He has led diverse multi-unit teams for both domestic and international brands, responsible for shaping culture, product and culinary innovation, talent development and guest satisfaction and engagement.Andy currently serves as President for &pizza, having previously served as Chief People Officer and Chief Operating Officer, since joining the brand in 2018. Prior to &pizza, Andy served as the Chief Innovation Officer and Chief People Officer for Cafe Rio Mexican Grill. In his early career, Andy held a variety of leadership roles in human resources for Burger King Corporation, both domestically and internationally. Andy earned a degree in marketing and human resources from the University of Miami Business School. He and his family live on Capitol Hill in Washington, D.C.About 7shiftsSince 2014, 7shifts has helped restaurant managers schedule, evaluate, and communicate with their workforce. Our team comprises people who live and breathe restaurant culture and strive to help our customers simplify team management, every single day.

Chinese stocks continue to fall as the world's second-largest economy dials up its clampdown on business. Boom Bust's Ben Swann analyzes the numbers and the regulations that are driving the dip. The US saw its trade deficit grow in June as the nation recovered from its Covid-19 freeze. John Quelch, Dean of the University of Miami Business School, explores the numbers and what it could mean for consumers. Finally, along with Jeffrey Tucker, author of ‘Liberty or Lockdown', we review the Federal Reserve's decision process when it comes to what to do with interest rates.

A new wave of ransomware cyberattacks have swept businesses from the United States to Europe in the latest hack as part of a growing trend. Boom Bust's Ben Swann joins the program to give us the details of the latest spate of attacks. Then we turn to the oil sector, where crude prices have seen their highest levels in five years. Octavio Marenzi of Opimus LLC is on the program to discuss the ongoing issues in the petro field. And from oil concerns to the business world, where China has ramped up its crackdown on foreign-listed firms that operate within the nation. Boom Bust's Christy Ai and John Quelch, dean of the University of Miami Business School, offer their insights on the latest clampdown.

Michael Thomas has played 8 seasons in the NFL with the Houston Texans, New York Giants, Miami Dolphins and San Francisco 49ers. He played his college football at Stanford and went undrafted in 2012. After stint on the practice squad with the Niners, he would make his NFL debut in December 2013 with the Miami Dolphins against the New England Patriots and intercepted a Tom Brady pass in that game.  Thomas would establish himself as a mainstay on special teams and in 2018, was named to the NFL's Pro Bowl. He was named as an All-Pro Special Teams Ace with Pro Football Focus three times and was named to Pro Football Focus's 2010's All Decade Team on special teams.  Off the field, Michael earned his Master's Degree in Business Administration from the University of Miami Business School and in 2016, was named the "Good Guy" award winner from the Pro Football Writer's Association for his work assisting and cooperating with the media.  Today on the podcast, Michael Thomas shares how his life has changed welcoming his third child, his recovery from a torn pectoral in 2020, how Christ became Lord of his life, leaning on his faith after losing his mother and sister, and why it is so important for Michael to be more than an athlete.  --- If you enjoyed this conversation with Michael, we know you'll love these conversations as well: - Nate and Lexi Solder  - Shaun Alexander and Chris Broussard on Biblical Manhood Receive our 10-day Sports Spectrum Devotional written by professional athletes for FREE when you sign up for our Sports Spectrum Weekly Email Newsletter. Sign up here. 

Welcome back to Fifth Dimensional Leadership! I’m your host, Ginny Clarke.    In this episode, I’m excited to be joined by a guest that is a really accomplished human resources leader — Stephen Cerrone! Stephen is a Human Resources Executive and advisor to CEOS, executive teams, and boards of directors on business strategy and talent priorities. He is an international business leader who drives transformational HR strategies and helps executives improve their effectiveness as leaders. He has been in a variety of industries from food and beverage to banking to retail and more. Currently, he’s teaching an advanced HR course at the University of Miami Business School.   As a recruiter, I’m thrilled to be able to talk to Stephen today and hear his perspectives on the themes of leadership, HR, and fostering a culture of safety within an organization. In this episode, Stephen shares his insights on the key characteristics that are most important for leaders to have, how the role of HR has developed over time, how we can (and should) adapt as leaders going forward in an increasingly remote world, and the mindset pieces young business professionals should be putting in place to accelerate their careers. Today’s conversation was a great one and I cannot wait for you all to tune in!   Key Takeaways: [:38] About today’s episode with my guest, Stephen Cerrone. [1:15] Welcoming Stephen to the podcast! [1:24] How we first became acquainted.  [1:35] About Stephen’s background and career. [2:12] How Stephen ended up in the human resources industry. [4:45] Stephen’s take on the role of HR when he first started vs. now. [6:35] When did Stephen consider himself a leader in HR? [10:05] Key characteristics that are important in a leader. [11:00] Stephen highlights some more of the key characteristics he has seen in the best leaders across various industries. [14:25] As someone who has been through several big economic cycles over the course of his career, how does Stephen think leaders will adapt going forward in light of this current economic crisis due to COVID-19? [18:58] Stephen offers some invaluable tips and advice to young business professionals on what they can do to continue building their careers in this increasingly remote environment. [23:21] How can a company or organization foster a culture where the employees feel safe to speak their truth? [27:46] From Stephen’s observations and personal experience, does he believe that boards are holding CEOs accountable to the extent that they should? [30:18] Does Stephen have a mindset or mantra that he practices or follows that has helped him get through life and work? [33:46] Stephen shares some insightful parting words regarding COVID-19 and leadership. [37:30] Thanking Stephen for joining Fifth Dimensional Leadership!   Mentioned in this Episode: Stephen Cerrone’s LinkedIn   About Fifth Dimensional Leadership & Ginny Clarke Fifth-Dimensional Leadership is a podcast about leadership - knowing yourself, speaking your truth, inspiring love, expanding your consciousness and activating your mastery. As an executive recruiter and career expert currently leading executive recruiting at a Fortune 20 tech company, Ginny Clarke is a passionate and authentic thought leader with a unique and deliberate perspective on work and life. She synthesizes aspects of her life as an African-American single mother who has successfully navigated corporate America for over 30 years. She has inspired, uplifted, and changed the lives of thousands and is intentional about bringing conscious awareness to the people of all ages and stages.   Every other week, a new edition of Fifth-Dimensional Leadership will include fascinating guests, covering a variety of topics: power, personal branding, self-awareness, networking, fear, and career management   Stay Connected! To find more episodes or learn more, visit: GinnyClarke.com Connect with her on social media: Facebook, Twitter, LinkedIn, and Youtube

General Show Notes:   Have you ever driven a long way to a vacation, perhaps with kids in the backseat, and heard the whining query, "are we there yet?" Have you ever wanted to ask that question yourself? It turns out there are good reasons for that. It's called the Return Trip Effect, and we discuss it on this episode of The Intuitive Customer.    Key Takeaways   Assistant professor Zoey Chen from the University of Miami Business School published a paper with her colleague on the concept of the Return Trip Effect titled, "Are We There Yet?" Here are a few key takeaways from our discussion with her.    The Return Trip Effect explains how the trip to an anticipated destination often feels like it takes longer than the trip back. Research narrowed it down to two reasons why it felt this way.    When you go the first time, you see different landmarks for the first time that create time markers. The more time markers you create, the longer the trip feels. On the way back, you do not see them for the first time, so they might not be as notable, creating fewer time markers. The fewer the time markers, the faster the trip feels.    Anticipatory feelings can contribute to how long the trip feels. When you want to be somewhere already, it seems like every second you are not there is an eternity. The return trip home usually does not carry the same anticipatory feelings.    The Return Trip Effect demonstrates how outside influences can affect memories. In this case, feelings are making you remember how long it took to get somewhere. Whether or not it did take longer does not bear the same influence on memory.    We know that most memories are subject to the Peak-End Rule, first introduced by Professor Daniel Kahneman. The Peak-End Rule says that what we remember about an experience is the most intense emotion we felt and how we felt at the end. However, memory sometimes begins before the event, in anticipation of it, which can be the peak emotion.    The Sleeper Effect is a concept that your brain might overwrite a memory over time, replacing the experience with the anticipatory experience. This effect occurs because research shows that positive memories tend to outlast negative memories.    People also remember the unique experience more. The first time makes a significant impression, but the second of third experience of the same thing does not.    People also remember experiences with brands they feel are personally relevant, meaning brands that are part of their identity. For example, Apple is a brand I love and identify with, so I remember my experiences with them more.     The information introduced after an experience, especially close to the conclusion of it while your feelings are still percolating and memories are forming, can change your perception of the experience. Additional information can improve your perception of an experience and also your memory of it.    Recommended Actions   There are seven actions you can take today to help you use what you know about how memories form to design into your Customer Experience a way to enhance customers' memories about yours.    Decide what type of memory you want people to have about your experience. Different strategies enhance different types, so knowing what memory you want customers to have will shape your enhancement strategy.  Strive to make experiences unique. Are you finding ways to create a novel experience for your customers so they remember them more? Consider the post-experience. Have you provided additional information that will improve the experience in customers' minds and thereby improving their memory of it? Remember that endings are essential. Have you designed a deliberate way to end the experience that evokes emotions like happiness and pleasure from customers? Balance building excitement with maintaining proper expectations. Be sure that you can deliver on any promises you make customers. Falling short sabotages your success in creating excellent memories of your experience. Design an experience that reinforces positive memories. People come back to you not for the experience they have with you but for the experience that they remember they had with you.  Be deliberate. Don't leave the memory formation up to chance; be specific and detailed about how you deliver your Customer Experience to create the type of memory that brings customers back for more.    To discuss this further contact us at www.BeyondPhilosophy.com   About Beyond Philosophy: Beyond Philosophy help organizations unlock growth by discovering customers' hidden, unmet needs that drive value ($). We then capitalize on this by improving your customer experience to meet these needs thereby retaining and acquiring new customers across the market. This podcast is produced by Resonate Recordings. Click here find out more.

General Show Notes:   Have you ever driven a long way to a vacation, perhaps with kids in the backseat, and heard the whining query, "are we there yet?" Have you ever wanted to ask that question yourself? It turns out there are good reasons for that. It's called the Return Trip Effect, and we discuss it on this episode of The Intuitive Customer.    Key Takeaways   Assistant professor Zoey Chen from the University of Miami Business School published a paper with her colleague on the concept of the Return Trip Effect titled, "Are We There Yet?" Here are a few key takeaways from our discussion with her.    The Return Trip Effect explains how the trip to an anticipated destination often feels like it takes longer than the trip back. Research narrowed it down to two reasons why it felt this way.    When you go the first time, you see different landmarks for the first time that create time markers. The more time markers you create, the longer the trip feels. On the way back, you do not see them for the first time, so they might not be as notable, creating fewer time markers. The fewer the time markers, the faster the trip feels.    Anticipatory feelings can contribute to how long the trip feels. When you want to be somewhere already, it seems like every second you are not there is an eternity. The return trip home usually does not carry the same anticipatory feelings.    The Return Trip Effect demonstrates how outside influences can affect memories. In this case, feelings are making you remember how long it took to get somewhere. Whether or not it did take longer does not bear the same influence on memory.    We know that most memories are subject to the Peak-End Rule, first introduced by Professor Daniel Kahneman. The Peak-End Rule says that what we remember about an experience is the most intense emotion we felt and how we felt at the end. However, memory sometimes begins before the event, in anticipation of it, which can be the peak emotion.    The Sleeper Effect is a concept that your brain might overwrite a memory over time, replacing the experience with the anticipatory experience. This effect occurs because research shows that positive memories tend to outlast negative memories.    People also remember the unique experience more. The first time makes a significant impression, but the second of third experience of the same thing does not.    People also remember experiences with brands they feel are personally relevant, meaning brands that are part of their identity. For example, Apple is a brand I love and identify with, so I remember my experiences with them more.     The information introduced after an experience, especially close to the conclusion of it while your feelings are still percolating and memories are forming, can change your perception of the experience. Additional information can improve your perception of an experience and also your memory of it.    Recommended Actions   There are seven actions you can take today to help you use what you know about how memories form to design into your Customer Experience a way to enhance customers' memories about yours.    Decide what type of memory you want people to have about your experience. Different strategies enhance different types, so knowing what memory you want customers to have will shape your enhancement strategy.  Strive to make experiences unique. Are you finding ways to create a novel experience for your customers so they remember them more? Consider the post-experience. Have you provided additional information that will improve the experience in customers' minds and thereby improving their memory of it? Remember that endings are essential. Have you designed a deliberate way to end the experience that evokes emotions like happiness and pleasure from customers? Balance building excitement with maintaining proper expectations. Be sure that you can deliver on any promises you make customers. Falling short sabotages your success in creating excellent memories of your experience. Design an experience that reinforces positive memories. People come back to you not for the experience they have with you but for the experience that they remember they had with you.  Be deliberate. Don't leave the memory formation up to chance; be specific and detailed about how you deliver your Customer Experience to create the type of memory that brings customers back for more.    To discuss this further contact us at www.BeyondPhilosophy.com   About Beyond Philosophy: Beyond Philosophy help organizations unlock growth by discovering customers' hidden, unmet needs that drive value ($). We then capitalize on this by improving your customer experience to meet these needs thereby retaining and acquiring new customers across the market. This podcast is produced by Resonate Recordings. Click here find out more.

Daniel M. Zane, Assistant professor of marketing Miami Business School, University of Miami explains The Meaning of Distraction: How Metacognitive Inferences from Distraction during Multitasking Affect Brand Evaluations 

Dr. John Quelch, Vice Provost at the University of Miami and Dean at the Miami Business School, joined the podcast to talk about why students are moving away from the traditional MBA and toward specializations

Business Radio Special: The Great Recession: What's Changed in 10 years Part 2 About one in five workers in the U.S, lost their job in the beginning of the Great Recession and many of them never recovered. What has happened to the millions of people who settled for work below the level in which they were qualified, for less pay? With an improved unemployment number today at 4%, compared to the height of the recession when the unemployment rate peaked at 10 %, the wages are not catching up with the jobs. To look deeper at the impact of The Great Recession on the jobs market, we are joined by Wharton Professor of management PETER CAPPELLI, who is also Director of the Center for Human Resources, IWAN BARANKAY, Associate Professor of Management and Associate Professor of Business Economics and Public Policy at Wharton, and DAVID LEWIS, Professor Emeritus of Management, Human Resources and Organizational Behavior at the UCLA Anderson School of Management. Then, from January 2009 to December 2013 the U.S. government prevented two of the “Big Three” car companies from going bankrupt by using over $80 billion from the Economic Emergency Stabilization Act. General Motors Company and Chrysler LLC were owned by the taxpayers, leaving the Ford Motor Company on its own. Was this the right decision for a sector of an indicator of the health of the economy? We’ll look at the management changes in the past 10 years and future of the American auto industry as they face staying competitive in a growing fuel-efficient and autonomous vehicle market. We’re joined by JOHN PAUL MACDUFFIE ,
 Professor of Management at the Wharton School and Director of the Program on Vehicle and Mobility Innovation at Wharton's Mack Institute for Innovation Management, and PAUL EISENSTEIN
publisher and editor of TheDetroitBureau.com. Next, Wall Street has taken quite a ride over the last decade. It lost almost half of its value due to the Great Recession and by some estimates, over $2 trillion in retirement savings was lost by the end of 2008. The recovery has opened the markets to incredible growth, including the Dow Jones Industrial Average crossing the 26,000 mark, Nasdaq breaking the 8,000 point threshold and the S&P finishing at just under 29,000 last month. But investors are still wary in the stock market as we may soon undergo a significant correction. To look back, and peer into the short and distant futures, JEREMY SIEGEL, joins us. He is a Professor of Finance at the Wharton School. As is GAD ALLON, a Professor of Operations, Information and Decisions, at the Wharton School. Finally, when the Great Recession hit, some people pointed a finger at business schools, asking why the MBAs who caused the economic turmoil weren't taught character and accountability. Business schools have been teaching ethics for decades, but did the financial crisis change the way academic institutions, like The Wharton School, emphasize corporate responsibility and ethics? We’re joined by ERIC ORTS, a Professor of Legal Studies and Business Ethics at the Wharton School, STEPHEN ARBOGAST, Professor of Practice of Finance and Director of the Energy Center at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. And ANITA CAVA, a Professor in the Business Law Department at the University of Miami Business School and Co-Director of the University of Miami Ethics Programs. See acast.com/privacy for privacy and opt-out information.

In this episode, we explore three unique ways that operations research and analytics are being used to save lives, save money, and solve problems. Our guests include John Dickerson of the University of Maryland and Tuomas Sandholm of Carnegie Mellon University whose research on improving kidney exchange success could significantly improve the number of successful kidney transplants; Eva Lee of the Georgia Institute of Technology whose research in pediatric heart surgery has unexpectedly provided new insight to help fight America’s opioid epidemic; and Tallys Yunes of the Miami Business School who has some very valuable insight that can help all the fantasy football fans out there use O.R. to improve their lineups.

“Your approach to business has to be about doing the small things right.” — EllenMarie McPhillip On today’s episode, Tyler and Michael are at the eMerge Americas conference, recording at the University of Miami booth. Today’s topic is the Hyperion Council, which teaches future business leaders how to build strong moral compasses and gives them an opportunity to share business best practices with at-risk communities. Tyler and Michael’s guests today are EllenMarie McPhillip, Kyle Kingma, and Ellen McPhadden. EllenMarie McPhillip is the Assistant Dean of Undergraduate Business Education at the University of Miami Business School. Kyle Kingma is the incoming Secretary General for the Hyperion Council. Ellen McPhadden is the outgoing Secretary General of the Hyperion Council.