...supervising and managing all employees in the back of the house. Employees working in the back of the house range in age from 16 years old to 55 years old. In addition, the employees come from diverse cultural and ethnic backgrounds. For many, English is not their primary language. Barry is ServSafe® certified and tries his best to keep up with food safety issues in the kitchen but he admits it’s not easy. Employees receive “on the job training” about food safety basics (for example, appropriate hygiene and handwashing, time/temperature, and cleaning and sanitizing). But with high turnover of employees, training is often rushed and some new employees are put right into the job without training if it is a busy day. Eventually, most employees get some kind of food safety training. The owners of the restaurant are supportive of Barry in his food...
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...Examination Paper : Semester II IIBM Institute of Business Management Examination Paper MM.100 Business Communication Section A: Objective Type (30 marks) This section consists of multiple choices and Short Notes type questions. Answer all the questions. Part one questions carry 1 mark each & Part Two questions carry 4 marks each. Part one: Multiple choices: 1. __________is an essential function of Business Organizations: a. Information b. Communication c. Power d. None of the above ANSWER: Communication 2. Physiological Barriers of listening are: a. Hearing impairment b. Physical conditions c. Prejudices d. All of the above ANSWER: All of the above 3. Which presentation tend to make you speak more quickly than usual: a. Electronic b. Oral c. Both ‘a’ and ‘b’ N d. None of the above ANSWER: Oral 4. What is the main function of Business Communication: a. Sincerity b. Positive language c. Persuasion d. Ethical standard ANSWER: Persuasion 5. The responsibilities of the office manager in a firm that produces electronics spares is: a. Everything in the office runs efficiently b. Furniture and other equipment in the office is adequate c. Processing all the incoming official mail and responding to some d. All of the above ANSWER:All of the above 6. Labov’s Storytelling Model based on: a. Communication through speech b. Language learning c. Group Discussions d. None of the above...
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...Examination Paper : Semester II IIBM Institute of Business Management IIBM Institute of Business Management Examination Paper MM.100 Business Communication Section A: Objective Type (30 marks) • This section consists of multiple choices and Short Notes type questions. • Answer all the questions. • Part one questions carry 1 mark each & Part Two questions carry 4 marks each. Part one: Multiple choices: 1. __________is an essential function of Business Organizations: a. Information b. Communication c. Power d. None of the above 2. Physiological Barriers of listening are: Ans) a. Hearing impairment 3. Which presentation tend to make you speak more quickly than usual: a. Electronic b. Oral c. Both ‘a’ and ‘b’ d. None of the above 4. What is the main function of Business Communication: a. Sincerity b. Positive language c. Persuasion d. Ethical standard 5. The responsibilities of the office manager in a firm that produces electronics spares is: a. Everything in the office runs efficiently b. Furniture and other equipment in the office is adequate c. Processing all the incoming official mail and responding to some d. All of the above 6. Labov’s Storytelling Model based on: a. Communication through speech b. Language learning c. Group Discussions d. None of the above 7. Diagonal Communication is basically the: a. Communication across boundaries b. Communication between the CEO and the managers c. Communication through body language d. Communication within a department 8. How to...
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...Detailed information should form the part of your answer (Word limit 200 to 250 words). PRODUCTION AND OPERATION MANAGEMENT. Section A: Multiple choices: 1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be ‘b’ then with the use of ‘stepping stone procedure’, the number of ‘used cells’ will be a. a+b+1 b. a+b+2 c. a-b-1 d. a+b-1 2. Value of smoothing coefficient ‘α’ lies a. Between 1 and ∞ b. Between 0 and 1 c. Between -1 and 1 d. Between 1 and 2 3. Forecasting error is a. The difference between forecasted demand and actual demand b. The ratio of forecasted demand and actual demand c. The difference between the standard forecast demand and the evaluated forecast demand d. Ratio of standard forecast demand and the evaluated forecast demand 4. For forecasting the analyzers plot the demand data on a time scale, study the plot and then look for the consistent patterns. Now what does the high noise mean to these patterns a. Many of the point lie away from the pattern b. Most of the points lie close to the pattern c. All the points lie on the pattern d. None 5. Payback period is a. The length of time after which the production starts b. The length of time after which the selling starts c. The length of time required to recover the investment d. The length of time for which firm bears replacement of the good. 6. Salvage value is the income from a. Selling an asset b. Buying an asset c. Bargaining...
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...Examination Paper of Principles and Practices of Management 1 IIBM of Business Management IIBM Institute of Business Management Examination Paper MM.100 Principles and Practices of Management Subject Code-B101 Section A: Objective Type & Short Questions (30 marks) This section consists of multiples choice and short notes type questions Part one carries 1 mark each & part two carries 5 marks each. Attempt all questions Part One Multiple Choices: 1. A plan is a trap laid to capture the ________ a. Future b. Past c. Policy d. Procedure 2. Which of the following is the function for employing suitable person for the enterprise? a. Organizing b. Staffing c. Directing d. Controlling 3. ___________ means “ group of activities & employees into departments”: a. Orientation b. Standardization c. Process d. Departmentation 4. This theory states that authority is the power that is accepted by others: a. Acceptance theory b. Competence theory c. Formal authority theory d. Informal authority theory 5. Which of the following means dispersal of decision-making power to the lower levels of the organization? a. Decentralization b. Centralization c. Dispersion d. Delegation 6. This chart is the basic document of the organizational structure: a. Functional chart b. Posts chart Examination Paper of Principles and Practices of Management 2 IIBM of Business Management c. Master chart d. Departmental chart 7. Communication which flow from the...
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...Seven Steps to a Successful Business Plan This Page Intentionally Left Blank Seven Steps to a Successful Business Plan Al Coke American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www. amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Coke, Al. Seven steps to a successful business plan / Al Coke. p. cm. Includes bibliographical references and index. ISBN 0-8144-0648-3 1. Business planning. 2. Strategic planning. 3. Success in business. I. Title. HD30.28 .C6422 2001 658.4'012—dc21 2001033579 ©2002 Alfred M. Coke All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system...
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...Multinational Corporations and Foreign Direct Investment This page intentionally left blank Multinational Corporations and Foreign Direct Investment Avoiding Simplicity, Embracing Complexity Stephen D. Cohen 1 2007 1 Oxford University Press, Inc., publishes works that further Oxford University’s objective of excellence in research, scholarship, and education. Oxford New York Auckland Cape Town Dar es Salaam Hong Kong Karachi Kuala Lumpur Madrid Melbourne Mexico City Nairobi New Delhi Shanghai Taipei Toronto With offices in Argentina Austria Brazil Chile Czech Republic France Greece Guatemala Hungary Italy Japan Poland Portugal Singapore South Korea Switzerland Thailand Turkey Ukraine Vietnam Copyright # 2007 by Oxford University Press Published by Oxford University Press, Inc. 198 Madison Avenue, New York, New York 10016 www.oup.com Oxford is a registered trademark of Oxford University Press All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data Cohen, Stephen D. Multinational corporations and foreign direct investment: avoiding simplicity, embracing complexity / Stephen D. Cohen. p. cm. Includes index. ISBN-13 978-0-19-517935-4; 978-0-19-517936-1 (pbk.) ISBN 0-19-517935-8; 0-19-517936-6 (pbk.) 1. International...
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...IIBM Institute of Business Management Business Communication www.iibmindia.in SYLLABUS Business Communication S. No. Description 1 Communication in Business Organizations: Introduction; Meaning of Business Communication; Types of Information Exchanged in Business Organizations; Role of Communication in Business Organizations; Importance of Communication in Management of Business Organizations; Scope of Communication in Organizational Setting; Characteristics of Effective Business Communication; Ethical challenges and Traps in Business Communication; Role of Communication in Three Managerial Roles Defined by Henry Mintzberg 2 Nature, Scope and Process of Communication: Introduction; Defining Communication; Nature of Communication; Objectives/Purpose of Communication; Functions of Communication; Process of Communication; Elements of Communication Process; Process of Communication: Models; Thill and Bovee‘s Model of Communication Process; Working of the Process of Communication; Forms of Communication; On the Basis of Expression/Medium Used; On the Basis of Organisational Structure; On the Basis of the Number of Persons 2.13 (receivers); On the Basis of Direction/Flow of Communication 3 Channels and Networks of Communication: Introduction; Channels of Communication; Communication Flow in Organizations: Directions/Dimensions of Communication; The Concept of Ombudsperson; Patterns of Flow of Communication or Networks; Factors Influencing...
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...Enablers of Exuberance Jennifer S. Taub Sept. 4, 2009 DISCUSSION DRAFT Enablers of Exuberance: Legal Acts and Omissions that Facilitated the Global Financial Crisis Jennifer S. Taub1 I. Introduction This paper explores certain legal acts and omissions that facilitated the over-leveraging and near collapse of the global financial system. These ―Legal Enablers‖ fostered the boom that enriched a class of financial intermediaries who followed a storied tradition of gambling away ―other people‘s money.‖2 These mechanisms also made the pain of the bust disproportionately felt by the middle class and poor while shielding the middlemen who created the problems. These legal Enablers permitted the growth of a shadow banking system, without investment limits, transparency or government oversight. In the shadows grew a variety of highly leveraged private investment pools, undercapitalized conduits of securitized loans and speculation in complex credit derivatives. The rationale for allowing this unregulated, parallel system was that it helped to create innovation and provide liquidity. The conventional wisdom was that any risks associated with a hands-off approach could be managed by the ―invisible hand‖3 of the market. In other words, instead of public police, it relied upon private gatekeepers. A legal framework including legislation, rules and court decisions supported this system. This legal structure depended upon corporate managers, counterparties, ―sophisticated investors‖ and the...
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...PART ONE • UNDERSTANDING SERVICES SERVICES IN THE MODERN ECONOMY As consumers, we use services every day. Turning on a light, watching TV, talking on the telephone, riding a bus, visiting the dentist, mailing a letter, getting a haircut, refueling a car, writing a check, or sending clothes to the cleaners are all examples of service consumption at the individual level. T h e institution at which you are studying is itself a c o m p l e x service organization. In addition to educational services, today's college facilities usually include libraries and cafeterias, counseling, a bookstore, placement offices, copy services, telecommunications, and even a bank. If you are enrolled at a residential university, campus services are also likely to include dormitories, health care, indoor and o u t d o o r athletic facilities, a theater, and perhaps a post office. Customers are not always happy with the quality and value of the services they receive. People complain a b o u t late deliveries, r u d e or i n c o m p e t e n t personnel, i n c o n v e n i e n t service h o u r s , p o o r p e r f o r m a n c e , and needlessly complicated p r o cedures. T h e y grumble about the difficulty of finding sales clerks to help t h e m in retail stores, express frustration about mistakes on their credit card bills or bank statements, shake their heads over the complexity of new self-service equipment, m u t ter about p o o r value, and sigh as they are forced to wait in line almost everywhere...
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...ran for political office. I was thirty-five at the time, four years out of law school, recently married, and generally impatient with life. A seat in the Illinois legislature had opened up, and several friends suggested that I run, thinking that my work as a civil rights lawyer, and contacts from my days as a community organizer, would make me a viable candidate. After discussing it with my wife, I entered the race and proceeded to do what every first-time candidate does: I talked to anyone who would listen. I went to block club meetings and church socials, beauty shops and barbershops. If two guys were standing on a corner, I would cross the street to hand them campaign literature. And everywhere I went, I’d get some version of the same two questions. “Where’d you get that funny name?” And then: “You seem like a nice enough guy. Why do you want to go into something dirty and nasty like politics?” I was familiar with the question, a variant on the questions asked of me years earlier, when I’d first arrived in Chicago to work in low-income neighborhoods. It signaled a cynicism not simply with politics but with the very notion of a public life, a cynicism that—at least in the South Side neighborhoods I sought to represent—had been nourished by a generation of broken promises. In response, I would usually smile and nod and say that I understood the skepticism, but that there was—and always had been—another tradition to politics, a tradition that stretched from...
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...FAMILY OF SECRETS The Bush Dynasty, America’s Invisible Government, and the Hidden History of the Last Fifty Years RUSS BAKER Contents Foreword by James Moore 1. How Did Bush Happen? 2. Poppy’s Secret 3. Viva Zapata 4. Where Was Poppy? 5. Oswald’s Friend 6. The Hit 7. After Camelot 8. Wings for W. 9. The Nixonian Bushes 10. Downing Nixon, Part I: The Setup 11. Downing Nixon, Part II: The Execution 12. In from the Cold 13. Poppy’s Proxy and the Saudis 14. Poppy’s Web 15. The Handoff 16. The Quacking Duck 17. Playing Hardball 18. Meet the Help 19. The Conversion 20. The Skeleton in W.’s Closet 21. Shock and . . . Oil? 22. Deflection for Reelection 23. Domestic Disturbance 24. Conclusion Afterword Author’s Note Acknowledgments Notes Foreword When a governor or any state official seeks elective national office, his (or her) reputation and what the country knows about the candidate’s background is initially determined by the work of local and regional media. Generally, those journalists do a competent job of reporting on the prospect’s record. In the case of Governor George W. Bush, Texas reporters had written numerous stories about his failed businesses in the oil patch, the dubious land grab and questionable funding behind a new stadium for Bush’s baseball team, the Texas Rangers, and his various political contradictions and hypocrisies while serving in Austin. I was one of those Texas journalists. I spent about a decade...
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