...about production. He engages in two-way or multi-way communications. First, when he found out about the problem in the Design and Development Unit, he brought the matter to Doc to know the reasons contributing to the problems. But since Doc did not provide any solution but pin point the problem is due to the staff bad attitude, Shamsul arrange for meeting with the design supervisor. During this meeting, Shamsul get to know about the background of his co-worker. He learns that most of them are keen to further their studies in Degree level, so he facilitates them to find the suitable institution, and support them by hiring extra supervisor to ease the burden of the supervisor that further their study and so that the production will not affected. This provides the design supervisor with socio-emotional support. This type of leadership is appropriately used in this case because the supervisor is mature enough to handle their task. As the level of supervisor' maturity increases, Shamsul should begin to reduce his task behavior and increase relationship behavior until the supervisor reach a moderate level of maturity. Dr. Clarence (Doc) in the other hand is practicing Autocratic style of leadership. This type of leader provides clear expectations for what needs to be done, when it should be done, and how it should be done. When Shamsul enquired about his responsibilities, Doc tells him what he should check the overtime claim without any questions. There is also a clear division between...
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...Services Department with a caustic note that began, "This one can't be produced, either. . . ." It was the fourth time Production had kicked the design back. Frank Forbus, director of engineering for Rondell Data Corp., was normally a quiet man. But the Model 802 was stretching his patience; it was beginning to look just like other new products that had hit delays and problems in the transition from design to production during the eight months Frank had worked for Rondell. These problems were nothing new at the sprawling old Rondell factory; Frank's predecessor in the engineering job had run afoul of them too, and had finally been fired for protesting too vehemently about the other departments. But the Model 802 should have been different. Frank had met two months before (July 3, 2004) with the firm's president, Bill Hunt, and with factory superintendent Dave Schwab to smooth the way for the new modulator design. He thought back to the meeting. . . . "Now we all know there's a tight deadline on the 802," Bill Hunt said, "and Frank's done well to ask us to talk about its introduction. I'm counting on both of you to find any snags in the system, and to work together to get that first production run out by October second. Can you do it?" "We can do it in Production if we get a clean design two weeks from now, as scheduled," answered Dave Schwab, the grizzled factory superintendent. "Frank and I have already talked about that, of course...
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...Situation Analysis – 1-1 Situation Analysis – An Approach and Method for Analyzing the Context of Projects and Programme j:\cc69\nmm\website docs\situation analysis\situation analysis approach and method.doc Global M&E Initiative 1-2 An Approach and Method for Analyzing the Context of Projects and Programme Notes: j:\cc69\nmm\website docs\situation analysis\situation analysis approach and method.doc Global M&E Initiative An Approach and Method for Analyzing the Context of Projects and Programme 1-3 TABLE OF CONTENTS 1. THE RATIONALE FOR SITUATION ANALYSIS IN IUCN ............................................ 5 2. THE BASIC STEPS INVOLVED IN SITUATION ANALYSIS ......................................... 6 3. GUIDING PRINCIPLES FOR GOOD PRACTICE............................................................. 7 PARTICIPATORY ........................................................................................................................... 7 OUTWARD LOOKING..................................................................................................................... 7 LEARNING FROM OTHERS ............................................................................................................. 7 USING THE FRAMEWORK OF PEOPLE AND ECOSYSTEMS ................................................................ 7 DATA BASED NOT ANECDOTAL..................................................................................................... 7...
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...Rosewell Data Organization Design Worksheet I. Strategy: What is Rosewell’s strategy? “Converts problems to solutions”. Rosewell provides high-quality, innovative electronics technology to OEM manufacturers, industrial, scientific and government clients. By 1978 it had two major lines; broadcast equipment and data transmission equipment. Ia. Capabilities: What capabilities does realizing this strategy require that will differentiate the firm? Innovation is their primary differentiator, thus Rosewell emphasizes product design by leaning heavily on an exceptionally creative and talented research department. II. Structure: 1. How are Rosewell’s units structured and how does it influence the firm’s capabilities? 2. What roles are key to Rosewell’s needed capabilities? 1. a. Engineering - (Research) - (Engineering Services) b. Sales c. Production d. Administration e. Executive Committee 2. The most important role needed to meet Rosewell’s required capability of innovation belongs to Doc Reeves, the head of Research. It is from him and his department that the creativity which distinguishes Rosewell from its competitors originates. However, creativity without structure, management and an appropriate plan for implementation is not of any benefit to a business. Therefore, the roles of CEO, Executive VP, and Head of Engineering are very nearly just as important as Doc Reeves’ is, assuming the personnel in those roles fully understand their responsibilities. IIa...
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...Study The importance of both organizational design and culture are evident in analyzing the case study of the Rondell Data Corporation. By exploring the background of the problem, information regarding organizational functioning, the impact of organizational culture on the strategy and success of the company, and problem identification, recommendations can be offered. Possible solutions to the current dilemma at Rondell Data Corporation will provide an increased understanding of the role of organizational structure related to the improvement and overall performance of a company. Background Bob Rondell started the Rondell Data Corporation in 1920. The basis for its inception was Rondell’s invention of several electrical testing devices, while on staff as an engineering faculty member of a large university. In 1947, the company entered into the radio broadcasting equipment market. By the early 1960’s, the company had increased its business to include data transmission equipment. The company had a reputation of being a source of high quality innovative designs and described itself as being able to “convert problems to solutions” in their sales brochures. By 1978, two major lines were recognized: broadcast equipment and data transmission. Broadcast equipment accounted for 35% of the company sales. Data transmission was also blossoming with increased demand for highly specialized and innovative designs. The size of the original payroll in 1920 is unknown...
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...units/yr; H = $ ... CHAPTER 11 Operations Management http://www.eng.uwi.tt/depts/mech/ugrad/courses/meng3006/Week09b.pdf Operations Management, ... • To decouple operations ... CHAPTER 11 11-39 Inventory Management Economic Production Quantity I n v en t o r y L ev el CHAPTER 10 Operations Management - Academic Resources at ... http://academic.missouriwestern.edu/mlewis14/MGT%20416/Lectures/My%20Chap010.pdf Operations Management 8th edition 10-2 Quality Control CHAPTER 10 Quality Control McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson PRODUCTION/OPERATIONS MANAGEMENT - … http://faculty-staff.ou.edu/B/Samir.Barman-1/POMsp02.doc PRODUCTION/OPERATIONS MANAGEMENT. BAD 5262 . SPRING 2002. Course Instructor: Samir Barman, Ph.D. ... Apr 02 Chapter 3 All Example Problems. Operations in a PR: 3.1-3.6 Chapter 7 Accounting for Financial Management http://harbert.auburn.edu/~yostkev/teaching/finc3630/notes/Chapter7solutions.pdf Chapter 7 Accounting for Financial Management ANSWERS TO END-OF-CHAPTER QUESTIONS 7-3 No, because the $20 million of retained earnings would probably not be held as cash. CHAPTER 6s Operations Management http://academic.missouriwestern.edu/mlewis14/MGT%20416/Lectures/My%20Chap006s.pdf CHAPTER 6s Linear Programming McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson ... Excel solutions. 6s-9 Linear Programming Chapter 3 Solutions - California State University, Northridge...
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...Information Technology and Organizations TECHNOLOGY TO COMPETE Acknowledgement: This research has been supported by grants from the CISE/IRIS/CSS Division of the U.S. National Science Foundation, and the NSF Industry/University Cooperative Research Center, whose members include: ATL Products, The Boeing Company, Canon Information Systems, IBM Global Services, Nortel, Rockwell, Seagate Technology, Sun Microsystems and Systems Management Specialists (SMS). The authors would like to acknowledge the research assistance of Bryan MacQuarrie. They would also like to acknowledge the cooperation and assistance of numerous Acer Group executives and managers who agreed to be interviewed and provided vital data and information Acer_case_10-99.doc 2 Acer: An IT Company Learning to Use IT to Compete Jason Dedrick, Kenneth L. Kraemer, Tony Tsai I. INTRODUCTION Acer Computer is an unusual company in the personal computer industry. Companies such as Dell, Compaq and Gateway focus on designing, configuring, marketing and servicing PCs and increasingly leave the manufacturing to contract manufacturers and OEM producers. By contrast, Acer is a diversified, vertically integrated manufacturer of PCs, components and peripherals that it sells under its own brand name and on an OEM basis for other PC makers. Acer’s diversified product line resembles that of giants such as IBM, Hewlett-Packard, Toshiba and NEC, yet it is only a fraction of their size. Acer’s strategies and culture are the...
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...Middleware for Distributed Systems Evolving the Common Structure for Network-centric Applications Richard E. Schantz BBN Technologies 10 Moulton Street Cambridge, MA 02138, USA schantz@bbn.com Douglas C. Schmidt Electrical & Computer Engineering Dept. University of California, Irvine Irvine, CA 92697-2625, USA schmidt@uci.edu 1 Overview of Trends, Challenges, and Opportunities Two fundamental trends influence the way we conceive and construct new computing and information systems. The first is that information technology of all forms is becoming highly commoditized i.e., hardware and software artifacts are getting faster, cheaper, and better at a relatively predictable rate. The second is the growing acceptance of a network-centric paradigm, where distributed applications with a range of quality of service (QoS) needs are constructed by integrating separate components connected by various forms of communication services. The nature of this interconnection can range from 1. The very small and tightly coupled, such as avionics mission computing systems to 2. The very large and loosely coupled, such as global telecommunications systems. The interplay of these two trends has yielded new architectural concepts and services embodying layers of middleware. These layers are interposed between applications and commonly available hardware and software infrastructure to make it feasible, easier, and more cost effective to develop and evolve systems using reusable software. Middleware...
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...As per the requirement, we are going to use the Cisco 4300 Video Surveillance model camera in here. So we have to have a good reliable switching architecture for getting the maximum throughput from these cameras. Otherwise they are acting as just ordinary video camera. When we are speaking about the switching architecture of this project, first of all we have to fulfill some major requirements. They are, 1. Must comply with the Cisco hierarchical design model; 2. Must provide physical, as well as logical, redundancy; 3. Must integrate 1Gb uplinks; 4. Must segment camera IP traffic from the existing network for security reasons; 5. Must support a minimum of 150 cameras; 6. Must utilize PoE for cameras to avoid the use of power bricks or power injectors; 7. Must provide sufficient bandwidth for full HD support; and 8. Must minimize rack space. First of all we’ll discuss about the Cisco hierarchical design model. The Cisco hierarchical design model is a three-tiered or layered network model that is used to design and engineer data communication networks. These three tires are, • Access layer - The access layer interfaces with end devices, such as PCs, printers, and IP phones, to provide access to the rest of the network. The main purpose of the access layer is to provide a means of connecting devices to the network and controlling which devices are allowed to communicate on the network. • Distribution layer - The distribution layer aggregates the data received from the...
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...già truyền lại những kiến thức cho thằng trẻ , trong khi những thằng già sợ mất đi những cơ hội . ( 1 vài cái cụ thể mà sau khi thằng Paul Sanders đọc xong thư của thằng Jacops ) ( the young guy at prepacking has never seen a forklift truck in his life , but he start off in charge of three older people. We have worked together successfully for more than 30 years , and I hope that you will deal correctly with this situation () (Các chàng trai trẻ đã phân chia không bao giờ nhìn thấy một chiếc xe nâng trong cuộc sống của mình, nhưng ông bắt đầu phụ trách ba người lớn tuổi. Chúng tôi đã làm việc cùng nhau thành công trong hơn 30 năm, và tôi hy vọng rằng bạn sẽ đối phó với tình hình này một cách chính xác) Dốt cuộc là thằng paul này p làm ntn để quản lý hiệu quả câu hỏi 1. Nếu là thằng paul thì sẽ làm ntn với vđ được nêu trong thư 2. Những cái gì để làm thành công định nghĩa ( thành công vs thất bại 3. Và chọn quá trình ntn Theory 1. Orienting and training ( sự định hướng ) 2. Analyze training needs and design the training program (phân tích , thiết kế ) 3. Implementing the training program (công cụ ) 4. Management development program 5. Organizational change program 6. Evaluate the training effort 1.1 ( key ) the four step training process includes analysis , instructional design , implementation and evaluation, trainees need to be motivated to learn , ensuring that they are motivated involves making the learning meaningful...
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...started in the year 2008. This company had a single truck for junk removal. Due to illness, Kingo's friend failed to complete his contracts regarding junk removal, then Kingo helped him out and hired in a company. Then he had an idea and started a company with single truck. He invested about $500 initially for that company in the area Ontario that is in London. Kingo Thought that it would be better to start a company without the office location as it is very challenging to pay the rent for the small startup company. He designed a very low overhead business model. The whole work of JUNK VAN was done through the home itself by the employees. All the communication and work was assigned through the home. We can consider it as the virtual design of Marcus Kingo and it work out very well. By 2009, these business has branched in two cities I.e., Hamilton in 2008, Kitchener in 2009. This startup company been with a single truck now it has become many trucks and profits doubled in 2008-2009 period. He thought to elaborate and explore his...
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...Request for Proposal (RFP) Task 1 1. Introduction The purpose of this project is to introduce a new network infrastructure design for Simple Gateway Inc. The new network design will solve the existing problem with the multiple versions of the same document in each regional offices, digitize, and automate the workflow associate with administrative tasks. 2. Summary and Background Simple Gateway Inc. is a regional travel and tourism company Headquarters in California with 12 branch offices across the western United States. As of now, each office network operates independently with their own window base file server, an exchange server, and all of the data (File and Document) are stored locally. There is no centralized network and system infrastructure. 3. The current challenges in the Simple gateway affecting Key stakeholders Simple Gateway Inc.’s decentralized network was affecting the day to day business operation, and every day employee productivity was very low within the organization. Furthermore, currently affected shareholders are the chairman, vice president, director of operations, area managers, human resources, office manager, and office staff. Overall the stakeholder main problems are: Since each regional office was operating independently, there was no standardized version control of the document. Each regional office had a different version of the same document. Due to the lack of transparency and visibility of company data among the...
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...bThe course project for PM598 consists of three parts, which provide familiarization to processes associated with contract and procurement management. • Part 1 (PP1) of the Course Project focuses on the first section of the RFP and entails selecting one of the three RFP procurement cases listed under the PP1 section and using the PP1&2 - Course Project RFP template document in the Doc Sharing area to develop information to support section one of the RFP. • Part 1 (PP2) of the Course Project entails completing the remaining sections of the RFP by developing a comprehensive document that could be submitted to a vendor. • Part 3 (PP3) covers all of the TCOs but touches mainly upon textbook Chapters 9 through 12. You will be required to identify an opportunity through https://www.Fbo.gov and follow the instructions, which are located in the Doc Sharing section. This three-part project provides an overview of the processes and material that are used to develop a RFP as well as address relevant questions that could result from contract and procurement management. The points assigned to each part of the Course Project are listed below: |Course Project Assignment |Due |Points | |Part I (PP1) - RFP Section 1 |Week 2 |40 | |Part II (PP2) - Complete RFP |Week 4 |125 | |Part III (PP3) - Formal Proposal Submission |Week 6 |125 | |Total | ...
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...Development Life-Cycle. Below are the standard SDLC phases: 1) Initiation Phase 2) System Concept Development 3) Planning 4) Requirements Analysis 5) Design 6) Development 7) Integration & Testing 8) Implementation 9) Operations & Maintenance 10) Disposition Any project starts with an Initiation phase when a Business or Project Sponsor identifies a use case or need or opportunity to achieve some of the company’s strategic goal. Based on this proposal will be created. System Concept Development phase where we define the scope, business requirements trace matrix, Cost Benefit Analysis, Risk Management Plan and if the proposal can be feasible and define an approach. This is the phase where you identify all stakeholders and socialize the project for its approval. Planning phase is where you do vendor selection; create project management plan, project schedule and any other planning documents. Budget plan, Resource plan will also be defined in planning phase. Disposition provides end of system activities and lessons learned and close the project. Requirements Analysis is where you work closely with business users and understands their needs, develop user needs and create a detail functional design document and get approval from all stakeholders. Design phase is where we create Technical Design Document, detail system design document and prepare how to deliver the project with Testing Strategy. Development phase is where we actually acquire and install new software and construct...
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...Full proposal DESIGN OF LNG NETWORKS Summary Motivation and goals LNG will become a prime fuel for ships and trucks in the foreseeable future. The European Union and national governments have outlined their policies, and many companies are preparing for a transition period towards intensive use of LNG. There is a strong need in industry for the development of the building blocks needed to develop their business cases. We develop these building blocks, some business cases, as well as methods for planning and control of the logistics in LNG synchromodal transportation networks. Activities / work packages I. LNG supply chains and synchromodal transport networks: providing an identification of markets and demand to serve, economic and sensitivity analyses, definition of logistical requirements and options for synchromodal transportation. II. Multi-modal inventory-routing problems: deriving tools to enable an efficient and effective supply to distribution points in the network through synchromodal operations. III. Direct delivery multi-modal transportation problems: deriving decision tools to enable efficient direct ship-to-ship refuelling at sea. Expected results: The main objective is to derive solution approaches to design LNG synchromodal transportation networks and tools for planning of transportation and replenishment operations to enable accessibility and efficient usage of this type of fuel for all modes of transport. Market identification, demand forecasts, economic...
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