...efficient policies to make the company get out of debt problem and sluggish sales problem. Secondly, Avon also focus on international market. They hire millions local door-to-door representatives who know well about local culture. Meanwhile, to improve the quality of their workforce, Avon runs leadership program and on-the-job training seminar on a regular basis. Thirdly, Avon set up Avon foundation to help charitable program and women issues around the world. Fourthly, Avon also builds up its good reputation by workforce diversity and minority recruitment. 2. Describe how Avon’s business model has changed in light of demographic and social changes in the United States and abroad. What role has IHRM played in the company’s global expansion? In global market, Avon hires and trains the new local workforce in its door-to-door selling model (Avon’s salespeople and company representatives become more critical in their door-to-door selling in diverse markets). Avon’s distribution strategies also adapt to the local needs because of working women or other cultural and logistical considerations and include mail, phone, fax, retail outlets, and web site. Role of IHRM in global expansion: 1) Training in both virtual and time-based seminar. 2) Adapting and adjusting the operation to local industrial relations systems. 3. Since 70 percent of Avon’s...
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... over emphasized : effort to maintain control b. Weak boundary line : beginning breakdown of ego control. c. Light Pencil line : I don't to be involve. d. Break in lines: aggressive impulses. e. Transparency: marked repression. f. No wall line: a maniac, no control over impulses, murderer. g. Horizontal dimension of wall emphasized: unable to bring dominance to any orientation, latent homosexuality. h. Vertical dimension of wall: more latent. i. Double perspective: intellectual deficit. 3. SIZE a.Scant detailing: desired lack of involvement with reality. b. Tiny and well drawn: failing of great inadequacy. c. Large: strong feelings of conflict with environment. 4. FENCE: guardedness; protect self from people. 5. DOOR: a. No door: difficult accessibility. b. Door high beyond base line: person is inaccessible; higher the door is beyond thee baseline. The greater the degree of unwillingness to get in contact. emphasize door: admit you`re only on your terms. d. Door knob: morality and dependency will not permit contact. 6. WINDOWS: a. Overly large windows: great demandness. b. On panes blank: oppositional tendencies; windows are high in strokes, apathy, empty feelings within. c. Bar in window: keep away. d. Decorations on windows: too defensive. e. Emphasis on windows: possible oral preoccupation. CHIMNEY a. Smoke: inner tension. b. Right: pressure from the past. c. Left: pressure from current situation. d. Overlarge: exhibitionism. e. None: coolness...
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...building. The system will then be connected to the camera system so that there will be the possibility to have a biometric system. The biometric system will make use of the face of the person so that they will be able to get the required information (Kerzner, 2013). The cards will have to be integrated with the information that will be required to give access to the card-owner. Tasks 1. Undertake feasibility study of the dormitory. This is where the dormitory is assessing to check where the system will be installed and how the camera system will be connected to the access control system. 1.1 Assess the physical access and how it has been designed. This is where the access to the dormitories is checked so that it will be clear where the doors and windows have been placed. This will help to design a new access system 1.2 Assess the possibilities of interconnecting the two systems. There is a camera system where there is a recording which is being done every day. The camera system has compact disks that they use to record all the captured information. This information is stored in some location of the building. This should have been known...
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...MGT 434 Week 1 DQ 2 To Buy This material Click below link http://www.uoptutors.com/MGT-434/MGT-434-Week–DQ-2 You are the office manager of a small sales company. There are formally three employees with the company: the owner, the receptionist and you. The company hires part time sales reps who sign a contract stating that they are independent contractors. They are supposed to go door to door and make prepared sales pitches for people to purchase the product. There are required to obtain signatures to contracts and to drop of the contracts with initial deposits at the company’s office each Monday. Twice a month they meet at the local Starbucks to discuss sales, new product lines and other issues with the owner and the other sales reps. You get a letter and a telephone call from your State Department of Labor, wanting to examine the employee and sales rep files on the various individuals The owner has gone away to whale watch off the New England Coast and has told you not to call him, even in an emergency. You try to call him but you cannot reach him. How do you handle the issue of the audit and what do you say about the sales reps? On the same day as the audit is occurring, one of the sales reps calls you on his cell phone to report that he cannot make the weekly sales meeting and to give you his sales figures. As he is doing such, he hits a person crossing the street. Several weeks alter, he tells you that he has the lowest amount of car insurance and wants to know whether...
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...sloppy. | Having yellow tape apply to ever step. | | Physical hazard | Likelihood=2Severity=1Risk= 2 x 1 = 2 | These tables are a risk as they’ve been placed in corridors where it gets really packed and if for instance students are in a rush or running they can easily das into these without realising. If this risk is not controlled students can cause damage to their faces or body parts. | Mainly students | Tis risk can be reduced by moving the tables in an area where no one walks through or somewhere where isn’t really busy | By having staff members standing in corridors and reminding students in the direction that they should be going and also reminding them not to rush or run. | | Safety hazard | Likelihood=3Severity=1Risk= 3 x 1=3 | This is a hazard because while students are outside and there’s wet leaves everywhere they can easily trip and cause arm to themselves. If this risk is not removed not a serious injury but maybe a broken leg or arm. | Students and staff members | This risk can be reduced by having someone to clean all the leaves and get rid of them whenever it rains. | This risk can be monitored by having a cleaner for the outside area to clean...
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...My cousin who is Hmong decent was marrying into a Thai family. The morning of June 8th arrived. Everyone was up by 3:30 a.m. to get ready for the Buddhist blessing. The Buddhist blessing had to be done no later than 8:00 a.m. My aunt and uncle’s house was busy from the moment everyone got up. Families arrived to help finish prepping food and decorations for the party. You can hear everyone chattering, yelling, people walking up and down the stairs and in and out the doors. You could also hear knives hitting against the thick cutting board that’s being used to chop up meats. My cousin Mylee had nine bridesmaid because the number nine is considered lucky in the Thai culture. Every helped one another get ready and put on their traditional Thai outfits. As 6:30am rolled around, the Buddhist blessing was ready to begin. Nine Buddhist monks in their orange robes, made their way inside my cousin’s house. In the basement was where the monks sat. The carpet of the basement floor was covered with reddish brown linen. As the bride and groom made their way to the monks, they first lit up some incense, candles and gave the monks fruits and money that is sealed in an envelope because the monks could not handle money. They both then kneeled in front of the monks to begin the blessing ceremony. After the blessing from the monks, the bride and groom receives three white dots marked on their foreheads. They also got sprinkled with the water that has been blessed from the monks. The water is...
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...Observation Environment At the head start program Easter seals, I had the opportunity to observe a partial-day interaction with the 2 year old classroom. The room was decorated with numbers, letters and animal pictures. For safety measures they had appropriate age toys, the door handles where not reachable for the children to open the doors, children were always supervised they were two teachers in the room. This teacher encouraged each child to be the active partner in their learning process, and created a curriculum based on: each child’s individual needs, and interests with a balance of child-initiated and teacher-directed activities. “Circle Time” was the first activity I was able to observe. The teacher asked all of the children to clean up the toys with which they were playing. As she navigated the room, verbally assisting some students, I noticed some students had already gone to the carpet area and sat in “Circle“. There was however, one child who was having a hard time following directions, and would not clean up the Lego’s, he wanted to keep playing. After giving this child 3 warnings to clean up his toys, the instructor proceeded to sit on the floor adjacent to him. She then told him that he could keep his “creation”, on the shelf, and return to it when Circle Time was over but, that he needed to clean the rest of the Lego’s up and come to Circle with the rest of the class. Agreeing to this compromise, he put his creation away and the remaining Lego’s back into the...
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...SITE SECURITY SURVEY TABLE OF CONTENTS SECURITY RECOMMENDATIONS: Page 1. Entry Barriers 3 2 Signs 5 3. Lighting 6 4. Windows 7 5. Equipment Near Street Level Windows 8 6. Interior Patrol Visibility 9 7. Burglary Resistant Glazing Materials 9 8. Shrubbery 10 9. Skylights 10 10. Vents 10 11. Air Conditioners 11 12. Grills and Gratings 11 13. Doors and Door Frames 12 14. Strikes 14 15. Key Control 15 16. Equipment Locks 15 17. Hinge Protection 16 18. Roof Accessibility 17 19. Fences 18 20. Vehicle Security 19 21. Padlocks 19 22. Hasps 20 23. Chains 20 24. Safes 21 25. Inventories and Engraving 21 26. Reporting Crimes 22 27. Employee Participation 22 |SECURITY RECOMMENDATION 1 | |ENTRY BARRIERS | |A. Normal business hours | | | | |1. |Place signs limiting access to "EMPLOYEES ONLY" to discourage people from entering an area. ...
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...SOME PEOPLE LOOK FOR A BEAUTIFUL PLACE. OTHERS MAKE A PLACE BEAUTIFUL INSTANTLY….. PORTACABIN was established in the year 1985. After extensive survey of the use of the fabrication technique and future demands a project report was prepared by MR. V.Kumar who was then the joint director with Bureau of Indian Standards. The module was selected based on the climatic, economic need of the country. Mr. Kumar with a rich knowledge of Indian standards tried his best to keep control of the quality from raw material to production. After our first few NTPC, NHPC, Nathpa jakari projects, soon it was recognized as a must site office by GDA, DDA, Lucknow Development Authority etc. PORTACABIN started fulfilling the needs of security requirements of VIP'S, VVIP's, Embassies. Presently we are into latest technique of sandwiched panel technology catering to various segments of the society. Our goal is to be a leader in our area of operation while maintaining the highest level of business ethics and technological innovations. Pre-Engineered vs. Conventional Construction PORTACABIN feature several advantages over traditional "stick-built" and block construction. The offices are engineered for easy installation and relocation the structural while providing integrity and strength of conventional construction. A summary of the advantages of Pre- Engineered construction are listed below. Flexibility The wall panels and framework are pre-finished creating a system which is 100% reusable. This...
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...terms of the specifications and instructions. The said items shall be remedied immediately and will be subject to further inspection. Status symbols : I = Initial record of defect; R = Repeat at subsequent inspection, remedy incomplete; P= Partial remedy as stated but incomplete; M = The effectiveness of remedy will be Monitored over time until acceptance; C = Remedy complete. Loc ID Plant Def ID Item Ref Description of defect Insp Date Stat -us Further Inspection or remedy effected 103 302.03 Flats Subdistribution Boards : DB-G01...G02, DB-101...704 : SDB 103 : Door & architrave dirty. 13/10/2014 I Remains Remains. Cleaned. Signs required. Signs fitted. Circuit breakers skew on DIN rail. CBs remain skew. No access to flat. No access to flat. Remains Remains, no access. Remains, no access. SDB 101 remains. Paintwork damage inside of SDB door frame. EB011 16/10/2014 R 27/10/2014 R 10/11/2014 R 27/11/2014 R 01/12/2014 R 08/12/2014 R 24/02/2015 R 02/03/2015 R 19/03/2015 R 02/04/2015 R 27/05/2015 R ConAm v1.1 RJ Waters & Associates cc Consulting Engineers rpt : inspection_loc_next.frx Page 1 Loc ID Plant Def ID Item Ref Description of defect Insp Date Stat -us Further Inspection or remedy effected 102 64.00 : Balcony : Luminaire enamelled body paint is badly chipped. 27/11/2014 I Remains. Remains No access to area. ...
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...assessment was needed to make sure their safety was to a high standard. There was five hazards at Quince Tree that I had recognised which could have put the service users and staff at risk, most of these hazards was at a medium risk and only a small amount were high. Firstly there was a slip and trips hazard this could have caused harm to someone who may suffer from vision impairment or to the younger age group of children who don’t have much awareness, and would easily walk or run into them or even decided to climb up onto them. The reasons for this would be that there had been a recent delivery for necessary items such as nappies, wipes and paper etc. the boxes was left in the walk way at the entrance to the main room for children aged 3 to 5. This occurred as the manager had become quickly occupied with another task. I rated this risk at a medium level as it could have caused harm to any of the service users who may have fallen over these items although it could have easily been resolved. To resolve this risk it would have been better for the manager to have either asked the delivery man or another member of staff who was not busy at the time to move and store the boxes in a safe place. Such as in the staff room or an unused cupboard and placed on shelves so they could have been opened and stored at a later stage. This would minimise the risk of any individual tripping over them and causing...
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...Endure Heavy Duty Aluminum Doors and Frames MKT500 Assignment #2 April 24, 2011 Jeff Kimmel Endure Heavy Duty Aluminum Doors and Frames is a manufacturer of aluminum doors and frames. These items are supplied for water and wastewater treatment plants, schools, and other locations where corrosion from water or other chemicals is a threat; and where a strong, pre-finished opening is desired. There are two types of doors and ten different aluminum frames manufactured. The doors are available in either a 1.75” or 3.00” thickness. While the 1.75” thickness doors can be provided in sizes up to 48” wide by 144” tall; the 3.00” doors have no such size limitation, but have a realistic maximum size of 12’ wide by 24’ high. Sizes any larger than this would require motorized equipment to either slide or swing the doors, while this size and smaller can be operated manually. Both type of door is available with the following facings: .024” stucco-embossed aluminum, pre-painted white or beige; .040” smooth, stucco-embossed, or vertical ribbed aluminum, in a 204-R1 or 215-R1 clear anodized finish, or a dark bronze anodized finish; .090” smooth aluminum, in a 204-R1 or 215-R1 clear anodized finish, or a dark bronze anodized finish. Both operable and non-operable windows can be installed into the doors, with a variety of configurations available, from one large full glass opening to 18 separate openings. Non-operable windows use commercial grade glazing bead and vinyl inserts, and...
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...target profit of $180,000 for the year. In early 2005 Bremen Electronics, a large German manufacturer of radio equipment had set up a subsidiary in the United States to manufacture two products Bremen had successfully marketed in Europe. One was a miniature signaling device used primarily for remote operation of garage doors. These "RC1" units consisted of a signal sender, about half the size of a pack of cards, and a receiver which was a bit larger. A large manufacturer of motorized garage doors had agreed to take a minimum of 90,000 RC1 control units a year. Klein and Baer thought that 120,000 units was a reasonable target for 2006. Bremen had also designed a similar device which could be used by a householder to turn on inside lights when arriving after dark. This unit, called "RC2," was slightly more expensive to make since the receiving part was a complete plug-in device while the RC1 receiver was a component of the garage door unit. Initially Bremen expected to sell the RC2 unit primarily through mail order catalogues. Klein and Baer projected sales of 39,600 units for 2006. As a start, Baer developed the figures shown in Exhibits 1, 2, and 3, she recognized that the budget was only approximate since she expected that changes would be made to improve efficiency and perhaps the product design. In preparing breakevens, she decided to assume that parts, direct labor, and supplies could be considered variable with units produced, and all the rest would be fixed...
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...Building an Access Control System Strayer University CIS 210 Systems Analysis and Development 4/28/13 Scope The scope of this project is to install an access control system (ACS) into a college dormitory. This ACS will automatically unlock the dormitory doors via an electronic proximity reader and integrate with an existing security camera system. The cameras are designed to face and rotate to record a person as they use their identification card to unlock the door. To complete this project we will start with the analysis and design stage. The creation of various design documents will be performed during this stage. The next stage will be the development stage. During this stage we will either create a new database or use the school’s existing database. The 3rd stage will be the integration stage. During this stage, the physical installation of the system will occur. The 4th stage will be the testing stage. The final stage will be the maintenance phase. The maintenance phase is on-going. Major Tasks 1. Analysis and Design a) Design Documentation i. With this task, documentation is written up to describe the work that needs to be completed. This documentation is reviewed by all stake holders to ensure that the requirements are have been accurately conveyed and understood. b) Design Models i. With this task, flow charts and/or use case are created to describe the functionality. These...
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...target profit of $180,000 for the year. In early 2005 Bremen Electronics, a large German manufacturer of radio equipment had set up a subsidiary in the United States to manufacture two products Bremen had successfully marketed in Europe. One was a miniature signaling device used primarily for remote operation of garage doors. These "RC1" units consisted of a signal sender, about half the size of a pack of cards, and a receiver which was a bit larger. A large manufacturer of motorized garage doors had agreed to take a minimum of 90,000 RC1 control units a year. Klein and Baer thought that 120,000 units was a reasonable target for 2006. Bremen had also designed a similar device which could be used by a householder to turn on inside lights when arriving after dark. This unit, called "RC2," was slightly more expensive to make since the receiving part was a complete plug-in device while the RC1 receiver was a component of the garage door unit. Initially Bremen expected to sell the RC2 unit primarily through mail order catalogues. Klein and Baer projected sales of 39,600 units for 2006. As a start, Baer developed the figures shown in Exhibits 1, 2, and 3, she recognized that the budget was only approximate since she expected that changes would be made to improve efficiency and perhaps the product design. In preparing breakevens, she decided to assume that parts, direct labor, and supplies could be considered variable with units produced, and all the rest would be fixed...
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