...USB Introduction 16 4.2 Various versions USB 17 4.3 USB system overview 19 4.4 USB Connector and power supply 21 4.5 USB Electrical signaling 23 4.6 How do they communicate? 24 4.6.1 USB packets & formats 27 4.6.2 Handshake packets...
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...HND in Business Unit 15 - Managing Business Activities to Achieve Results Module Handbook 2013/14 Module Leader: Andy Humphries 01244 656371 Email: a.humphries@west-cheshire.ac.uk CONTENTS | PAGE NO. | 1 | WELCOME AND INTRODUCTION | 3 | 2 | MODULE RATIONALE | 3 | 3 | LEARNING OUTCOMES | 3 | 4 | OUTLINE CONTENT | 3 | 5 | TEACHING AND LEARNING APPROACH | 4 | 6 | ASSESSMENT | 5 | | | | 7 | EQUAL OPPORTUNITIES | 9 | 8 | ACADEMIC SUPPORT | 9 | 9 | EVALUATION | 10 | 10 | SCHEME OF WORK | 10 | 11 | READING/LEARNING RESOURCES | 12 | 1 WELCOME AND INTRODUCTION The overall function and direction of an organisation is determined by the nature of its corporate strategy. Strategy provides the goals, objectives and guidelines for the structure and operations of the organisation. It is by means of structure that the purpose and work of the organisation are carried out. Some structure is necessary to make possible the effective performance of key activities and to support the efforts of staff. Structure provides the framework of an organisation and its pattern of management. The manager needs to understand the importance and effects of organisation strategy and structure. The aim of this unit is to provide learners with the understanding and skills to manage their | activities in the business workplace to improve their effectiveness and efficiency. | This unit focuses on the effective and efficient planning and management...
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...Decision support systems and Business Intelligence: an overview Contents Course introduction 1–3 Module one objectives 1–3 Use of Study Guide 1–3 Suggested study schedule 1–4 Readings 1–4 Changing business environments and computerised decision support 1–4 Managerial decision-making 1–5 Computerised support for decision making: systems and technologies 1–5 The systems 1–5 The technologies 1–5 A framework for decision support 1–6 Management science 1–6 Concept of decision support systems & business intelligence 1–7 DSS – BI connection 1–7 Course plan and themes 1–7 Conclusion 1–8 Course introduction This first module aims to provide an overview of the topic and provide the broad backdrop into which the other modules will fit. Today’s business environment is constantly changing, and it is becoming more and more complex. Private and public organizations are required to respond quickly to changing conditions; be it government regulations or informed customers or market conditions. This requires organizations to be agile and to make frequent and quick strategic, tactical, and operational decisions. Making such decisions may require considerable amounts of relevant data, information, and knowledge. Processing these, in the framework of the needed decisions, must be done quickly, frequently in real time, and usually requires some computerized support. This course is about using business intelligence as computerized support for managerial...
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......0-3 Student Objectives…………………………………………………………………………………………….0-4 Module 1: FINANCIAL MANAGEMENT SETUP Lesson 1: General Ledger Setup ...............................................................................................................1-2 Lesson 2: Accounting Periods ................................................................................................................. 1-10 Lab 1.1: Accounting Periods .................................................................................................................... 1-14 Module 2: CHART OF ACCOUNTS Lesson 1: Chart of Accounts Overview ...................................................................................................2-2 Lesson 2: G/L Account Card .......................................................................................................................2-2 Lesson 3: G/L Account Card Ribbon .......................................................................................................2-8 Lab 2.1: Create a Revenue Account ...................................................................................................... 2-11 Lesson 4: Chart of Accounts .................................................................................................................... 2-13 Lab 2.2: Assign a Dimension to Multiple Accounts ........................................................................ 2-16 Module 3: GENERAL JOURNALS Lesson 1: Creating and Posting Journal Entries...
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...Module 1 National library of New Zealand Is accounting a profession? Ethics Failures in Corporate Financial Reporting The strategic accountant - best show business leadership Public practice: Firm of the future Briefly explain why you think that SMEs do not extensively rely on their external accountants for business advisory services. discuss at least four types of relationships and possible conflicts an accountant faces in performing the above roles How soft skills can boost your career Former Harris Scarfe officer jailed The Ford Pinto Nestle Milk Powder Exxon Oil Company Jacinta faces distress in the office what circumstances apply professional judgement Module 2 Accoutants,ethical issues and the corporate governance context apply the code's conceptual framework approach to explain threat to independence Arthur Andersen and auditor independence accountant no experience,what he should do to perform audit The cautionary tale of Jose L.Gomez contact or obtain professional clearance prior to accepting the appointment? fundraising for a charity,sole tax purposes,voilation of ethic? marketing professional services Explain why integrity is an essential attribute of the profession quality control, merger,not yet completed a review kitchen-tabling-Keith Purcell's earnestness Utilitarianism Does employer have a right to inquire your personal life-rights theory Cheating-the pressure on Pasquale Vialletta to succeed which stage of Kohlberg's of CMD best describes the decisionmaking behaviour...
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...Comp3120 Assignment 1 SAP Implementation Review Yuan Tan, u4571547 V1.0 Final Table of Contents Table of Contents 1 1 Introduction 2 2 Business Context 2 2.1 Client Background 2 2.2 Operational Context 2 2.3 The Need for Change 3 2.4 Description of SAP 3 3 Business Investment Decision 3 3.1 The Case for SAP 3 3.2 Evaluation 4 4 Implementation 4 4.1 Approach & Rationale 4 4.2 Key Business Events 4 4.3 Key Implementation Events Affecting Performance 5 4.4 Status at Time of Go-Live Decision 5 4.5 Evaluation 5 5 The Go-Live Decision 6 5.1 Key Criteria 6 5.2 Recommendation 6 6 Expected Outcomes and Potential Takeover Impacts 6 6.1 Expected Outcomes 6 6.2 Potential Impacts of a Takeover 6 7 Lessons Learned 6 1 Introduction In 1997-1998, manufacturing company AMP of Canada implemented the Enterprise Resource Planning suite SAP to replace a critical business system, the heavily customised and Y2K non-compliant JBA( Harold Kerzner Project Management Case Studies, 3rd Edition, Wiley). By September 1998 AMP of Canada faced a critical decision-point: whether to go live with a basic SAP implementation which still faced problems in testing and training( Harold Kerzner, Instructor’s Manual Accompanying Project Management Case Studies, 3rd Edition, Wiley). This report reviews the case studies outlining AMP of Canada’s situation with a view to: Appraising the decision to invest in SAP; Evaluating the suitability of the implementation approach taken; Assessing...
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...Search Results Net Sec - College Essay - Leo240Sx - StudyMode.com www.studymode.com/essays/Net-Sec-1620765.html Rating: 4.5 - 1 review Name at least five applications and tools pre-loaded on the ... whether that application starts as a service on the system or must be run manually. ... FileZilla Server Interface- The interface does not start as a service and must be ran manually ... for running an “Intense Scan” with Zenmap on a target subnet of 172.30.0.0/24? Lab1 - Essay - Educba7 - Term Paper Warehouse www.termpaperwarehouse.com › Computers and Technology Apr 7, 2013 - Name at least five applications and tools pre-loaded on the TargetWindows01 server desktop, and identify whether that application starts as a service on the system or must be run manually. ... TargetUbuntu01 credentials are not given for this lab, however when clicking on the icon the target screen shows [PDF] Application Performance Analyzer for z/OS Customization Guide pic.dhe.ibm.com/infocenter/pdthelp/v1r1/topic/.../cazccg00pdf.pdf In special situations you might want to run multiple Application ... The module name prefix (product code) used by Application Performance .... Analyzer library page or the IBM System z Enterprise Development Tools and ... desktop application. ... applications running under WebSphere Application Services, you must also. [PDF] Chapter 1 Exercise Solutions - WAP 3G 3g.wap.vn/data/getfile/test%20pdf-coulouris-qa...
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...(Inc.) Professional Qualification in Human Resource Management PQHRM - 82 Module 03: Performance Management Examination Date: 31st Aug 2013 Duration: Three Hours INSTRUCTIONS a. Answer any five questions out of eight. b. Each question carries equal marks (18 marks each). c. Write your index number on each page of your answer script and not your name. d. Question number should be written clearly on the left side of the blue line in the answer script. e. Well-focused answers written in clear hand writing will earn more marks. f. Return your answer scripts directly to the invigilator. g. All notes, files, books, etc. should be kept at the place prescribed by the invigilator. 1) a) Define Performance and Performance Management. (06 Marks) b) What do you expect to achieve from a sound performance appraisal system? (06 Marks) c) There are two main objectives in carrying out performance appraisals – Primary and Secondary. Explain as to what they are. (06 Marks) Page 1 2) Write explanatory notes on four (04) of the following, relating to performance appraisal process a) Objectives of Performance related Pay b) Methods used for Performance Appraisals c) Building competencies of employees d) Communication skills needed in conducting performance review meetings e) The role of Line Manager in coaching f) The skill and character qualities needed for an appraiser (4.5 x 4 = 18 Marks) 3) a) What do you mean by an “Employee Development Plan’...
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...Syllabus Certified General Accountants Association of Canada 100 – 4200 North Fraser Way Burnaby, British Columbia Canada V5J 5K7 www.cga-canada.org © CGA-Canada, 2013 All rights reserved. These materials or parts thereof may not be reproduced or used in any manner without the prior written permission of the Certified General Accountants Association of Canada. Printed in Canada ISBN for an individual volume: 978-1-55219-599-4 About CGA-CANADA _________________________________________ CGA-Canada today The CGA designation focuses on integrity, ethics, and the highest education requirements. Recognized as the country’s accounting business leaders, CGAs provide strategic counsel, financial leadership, and overall direction to all sectors of the Canadian economy. The Certified General Accountants Association of Canada — CGA-Canada — sets standards, develops education programs, publishes professional materials, advocates on public policy issues, and represents CGAs nationally and internationally. The Association represents 75,000 CGAs and students in Canada, Bermuda, the Caribbean, Hong Kong, and China. Mission CGA-Canada advances the interests of its members and the public through national and international representation and the establishment of professional standards, practices, and services. A proud history CGA-Canada was founded in Montréal in 1908 under the leadership of John Leslie, vicepresident of the Canadian Pacific Railway. From the beginning, its objective...
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...SOLUTIONS | i Contents Questions 1 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Module 5 Question 5.1 Question 5.2 Question 5.3 Question 5.4 Question 5.5 Module 6 Question 6.1 Question 6.2 Question 6.3 Question 6.4 Question 6.5 Module 7 Question 7.1 Question 7.2 Question 7.3 Question 7.4 Question 7.5 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 6 6 6 6 6 7 7 7 7 7 8 8 8 8 8 9 9 9 R:\Workgroups\CPA-Production\CPA Digitisation\2nd Semester 2015\GSL\GSL-Knowledge-check-MCQ_15b.docx DTP: Mira 1st set 15b 10-07-15 ii | GLOBAL STRATEGY AND LEADERSHIP Solutions 10 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Module 5 Question 5.1 Question 5.2 Question 5.3 Question 5.4 Question 5.5 Module 6 Question 6.1 Question 6.2 Question 6.3 Question 6.4 Question 6.5 Module 7 Question 7.1 Question 7.2 Question 7...
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...The Impact of ‘Lean’ The purpose of this module: This module will look at how to manage within a lean environment and what considerations need to be taken account of when making management decisions. We will then look at the impact of lean across several industry sectors and conclude my looking at the way Lean and Six Sigma have become closely integrated. Timing: 60 – 90 minutes Lean Process Management When you start to undertake Lean reviews within an organization you have the opportunity to integrate it into the corporate strategy and long term vision for the business. Agreeing to review all production areas within a business to ensure they are efficient using lean methodology can make a big difference to the way you perform and deliver. Lean Process Management Many organizations use the balanced scorecard to report on their performance. The balanced scorecard reports on performance by four quadrants or areas to demonstrate how the business is moving towards its vision or corporate strategy. These areas are Financial, Customer, internal business processes and learning and growth. Lean has significant overlap with these areas to help develop and achieve the corporate goals. Lean Process Management It focuses on the customer and their values, it measures structured improvements, often with financial values, it puts quality and internal process improvement as a continual cycle and it engages with all employees offering ...
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...Hien Truong Email: cheunghien84@yahoo.com Phone: 0449112609. Address: 9 McIver Place, Kensington, VIC 3031, Australia. Nationality: Vietnamese. Marital status: married. Date of Birth: 05/01/1982. PERSONAL STATEMENT I have over 8 year experience in software development and Java development area. With a solid knowledge on OOP and Java Enterprise development, I can adapt to large scale projects in a shortest time. Also, I usually work with over 100% of my performance. My knowledge and experience can bring more business values to company. KEY SKILLS * Programming languages: Java, C/C++/C#/Objective C. * Script: Javascript, Adobe ActionScript (PureMVC Framework). * Framework: Spring, Hibernate, JPA, PureMVC, Struts, SWING, EJB, JSP/Servlet, Web Services, RESTFUL Web Services, J2EE. * Web application server: IBM Websphere, Tomcat, JBoss. * Operation System: Linux (Ubuntu,Suse, Redhat, CentOS), Windows, MacOS. * Versioning tools: Maven, Subversion, CVS, Microsoft SourceSafe. * DBMS: PostgreSQL, Oracle, MSSQL Server, DB2, MySQL. * Methodology: SCRUM Agile. * IBM FileNet: Installation, application development. * IDE: Eclipse, IntelliJ, MS Visual Studio 2010. * Sharepoint: MS Sharepoint Administrator 2010. EDUCATION * Bachelor of Science, Software Technology, Ho Chi Minh Industrial University, Ho Chi Minh City, Vietnam, 2003. * Bachelor of Arts, Information Management Major, University of Economics HoChiMinh...
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...80 POINTS LEARNED IN THE CLASSES * Module to participate in a group discussion * Module to submit assignment * Syllabus and all its contents * Academic credit analysis * I learned about my quarter credit of 4.5, total contact hours 45hrs, my lectures contact hours 36 and my threaded discussion contact hours 9rs. * Class activities for the quarter 4 which include weekly class discussion, class participation, midterm and final exam * Learned about what Research is and what Research is not. * Eight characteristics of research. * Sub problem – that is a question or problem that must be address before the main problem is resolved. * Hypothesis- that is a reasonable quests that needs to be proving. * I learned about assumption –that is a statement that is presume to be fact. * Learned about theory * Learned about methodology- that is a process a researchers use to collect data and information is research work. * Learned about internet – A researchers use internet to access information online. * Learned about two types of research report which is Juried or refereed – a reviewed report * Nonjuried or nonrefereed – none reviewed report. E.g. Journal report. * Learned about checklist evaluating research- that a report juried that is judge. * Learned that a research that is not screen or viewed by expert is not valid * Guidelines in reviewing research by going to library to sort for information needed for...
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...REQUIREMENT(S): i. Possess a minimum of SPM/SPMV/MCE or equivalent with at least a Grade Three Pass. General certificate (SAP) or lower than Grade three will not be accepted. ii. For SPM/SPMV after year 2000, a minimum of 6C for Bahasa Melayu, English, Mathematics AND minimum 8E for Science/Physics/Chemistry/Biology AND Pass other 2 subjects in 1 certificate/examination or combination iii. Applicants must attach ONE (1) certified true copy of SPM/SPMV/MCE Certificate/Diploma/Degree AND Identification Card/Passport Page 1 of 4 INSTITUT KESELAMATAN DAN KESIHATAN PEKERJAAN NEGARA NATIONAL INSTITUTE OF OCCUPATIONAL SAFETY AND HEALTH KURIKULUM KURSUS COURSE CURRICULUM TEL : 03 – 8769 2100 FAX : 03 – 8926 2900 URL : www.niosh.com.my 4. TOPICS: Module 1 i. Historical Perspective ii. Incident Prevention iii. Risk Assessment iv. Policy -...
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...systematic office solution is essential for all universities and organizations. There are many departments of administration for the maintenance of college information and student databases in any institution. All these departments provide various records regarding students. Most of these track records need to maintain information about the students. This information could be the general details like student name, address, performance, attendance etc or specific information related to departments like collection of data. All the modules in college administration are interdependent. They are maintained manually. So they need to be automated and centralized as, Information from one module will be needed by other modules. For example when a student needs his course completion certificate it needs to check many details about the student like his name, reg number, year of study, exams he attended and many other details. So it needs to contact all the modules that are office, department and examination and result of students. With that in mind, we overhauled the existing Student Database Management System and made necessary improvement to streamline the processes. Administrators using the system will find that the process of recording and retrieving students information and managing their classes, including marking of attendance, is now a breeze. In general, this project aims to enhance efficiency and at the same time maintain information accurateness. Later in this report, features...
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