... in unattended environment increases the chances of various attacks. There are many security attacks in MANET and DDoS (Distributed denial of service) is one of them. Our main aim is seeing the effect of DDoS in routing load, packet drop rate, end to end delay, i.e. Maximizing due to attack on network. And with these parameters and many more also we build secure IDS to detect this kind of attack and block it. In this paper we discussed some attacks on MANET and DDOS also and provide the security against the DDOS attack. Software Requirements: Operating system : Windows XP Coding Language : C#.net Database : Sql server Architecture Literature Survey 1.Denial of Service using Sink hole Resilience in Ad...
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...required lab. Prerequisites: EC 110. Instructor & Course Coordinator: Lisa McKinney Office address: 364 Alston E-mail address: lmckinne@cba.ua.edu Phone number: 348-6679 Office hours: TR 10:50am - 12:30pm. Other times by appointment. Instructor: Amanda Beck Office address: 325 Bigood E-mail address: aebeck@cba.ua.edu Phone number: 348-0149 Office hours: R 9:30am – 11:00am. Other times by appointment. Instructor: Xianjing (Jasmine) Bordere Office address: 325 Bidgood E-mail address: xbordere@cba.ua.edu Phone number: 348-0149 Office hours: T 9:15am – 11:00am. Other times by appointment. Instructor: Ben Commerford Office address: 329 Bidgood E-mail address: bpcommerford@cba.ua.edu Phone number: 348-0150 Office hours: MW 3:30pm – 4:45pm. Other times by appointment. Instructor: Don Minyard Office address: 365 Alston E-mail address: dminyard@cba.ua.edu Phone number: 348-2911 Office hours: TR 12:45pm - 1:30pm and T 4:00pm – 5:30pm. Other times by appointment. Instructor: Kyle Peel Office address: 325 Bidgood E-mail address: rkpeel@cba.ua.edu Phone number: 348-0149 Office hours: TR 7:00am – 8:00am. Other times by appointment. Instructor: Jordan Rippy Office address: 325 Bidgood E-mail address: jarippy@crimson.ua.edu Phone number: 348-0149 Office hours: MW 10:45am - 12:00pm. Other times by appointment. Required text: Phillips, Libby, and Libby, Fundamentals of Financial Accounting, 4th edition, 2013, McGraw-Hill Irwin, hardcopy or loose-leaf...
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...“Virtual teams are teams whose members are geographically distributed, requiring them to work together through electronic means with minimal face-to-face interaction” (Malhotra). I had four teammates to achieve our goal on three assignments. We wanted to do our best as possible. Meeting face-to-face is different from meeting virtually. As everyone in my group was busy working full time, we managed to meet online. The best technology we used was through email. We felt that everyone replied the fastest through emailing. Each person was assigned a task to accomplish each assignment. It was hard at first because we had no experience meeting virtually. For each assignment we needed a leader that we could trust to guide through the assignments. It is important for virtual team to gain trust with one another. The leaders are in charge with “helping virtual team members use appropriate communication and interactions patterns to develop trust” (Greenburg). Once a team develops trust, everyone can feel confidence in finishing the assignments. When I got assigned to the group, everyone first introduced themselves on d2l. That was good because each person wrote about their strengths and weaknesses. It is important to tell your strengths and weaknesses because we will know what type of task to be assigned. We were assigned Leo Burnett reading where we have to find conflicts the team was going through. Everyone in my group had a choice to volunteer to become a leader. The leader’s...
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...Upon examining the benefits of Enterprise Resource Planning systems, one can deduce that it’s often the most straightforward solution which will be extremely effective and beneficial for a company to solve its problems. It gives a company the chance to consolidate data, provide management the administrative privileges to access company data at any moment, re-format business processes and procedures, and coordinate systems that are located sporadically geographically. However, these great benefits do not come without great financial cost, which may cause a company to fall behind to complete a deadline or surpass their budget which can come at a great expense to the company. Thus, we will be examining the purpose of the ERP, the contract with SAP, and the benefits it provided Nestle SA, Nestle USA, and Nestle UK. The reason why an ERP system was implemented can be seen by examining any one of the three Nestle stories. For instance, Nestle SA is the forerunner of the current company that it is now which is headquartered in Switzerland. In the year 2000, the company decided that it wanted to take advantage of the size and financial value of the company by implementing an ERP system. The company began by signing a huge $200 million contract with SAP to create an ERP system that incorporated all 230,000 employees dispersed around 80 countries worldwide. In addition to this huge financial expense, they also committed another $80 million to strengthen maintenance, upgrades, and consulting...
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...• Module Code (FC042) • Class/Group: (Group C) • Module Title (report) • Assessment Title (Identify some of the barriers to communication in organisations and using an organisation of your choice show how the management has tried to overcome them.) • Assignment Title: (Communication) • Tutor Name: (NiKKI) • Student ID Number: (2061026) • Date of Submission: (04/07/2013) Communication is an essential portion on a daily basis and is a tool of transmitting information and making oneself understood by another or others, improving social relationship and enhancing work efficiency (Guo and Sanchez, 2009). Especially, regarding to organization, communication exists in employment and train staffs, performance feedback, transaction, and problem solving (Buchanan and Huczyski, 2010). Moreover, efficient communication can produce positive results in organizational behaviour and remain a close relationship which is a fundamental element in businesses. Hence, it is certain that communication plays a significantly role in organisational behaviours (Buchanan and Huczyski, 2010). This essay will illustrate the role of communication in organisation. Initially, the process of communication will be demonstrated. Then, obstacles of communication will be proposed such as environmental barriers and personal barriers. After that, solutions will be examined to overcome these barriers in organisations. The procedure of communication plays a key role in the determination of good communication...
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...and their evolutionary implications. Despite a plethora of literature, these terms have remained very ambiguous. Modularity reduces interdependence of components and confers robustness. Robustness, which is broadly understood, as the insensitivity of a biological systems functionalities to perturbations is another design principle in itself. Such robustness could enhance the potential for future evolutionary innovations. Both these properties therefore affect evolvability of a lineage. In this essay I aim to articulate my way through this hierarchy of modularity, robustness and evolvability, elucidating mechanisms that reveal their interplay to maximize functionality. I further discuss whether evolution of evolvability itself is possible. 1 Acknowledgements Firstly, I would like to sincerely thank my supervisor, Professor Armand Leroi for his guidance and support...
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...faculty collaboration to provide you with the most effective learning outcomes. Foundations courses are divided into five groups: Eternal Truths, Academic Fundamentals, Science, Cultural Awareness, and Connections. While some courses are required, others are left to personal preference. You will be blessed as you enter these inspired classes with an open mind and willing heart. I invite you to carefully review the Foundations courses available and determine which classes will benefit you most. I wish you success in this and every other endeavor here at BYU-Idaho. Best regards, Kim B. Clark President, Brigham Young University-Idaho 47 Foundations Brigham Young University–Idaho 2013-2014 Foundations Requirements for Eternal Truths, FDREL 325 Doctrine and Covenants (2:2:0) Academic Fundamentals, Science, Cultural Awareness and Connections: Fulfills Foundations requirement. A study of the history, content and teachings of sections 77 through Declaration 2. (Fall, Winter, Spring) Eternal Truths: There are 14 credits required in the...
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...Introduction An organisation’s ethics determines its reputation. In today’s competitive market, in view of globalisation and technological advances, it is especially essential for organisations to practice ethical business behaviour to build a strong public image to garner the support of consumers and employees. Although practicing good business ethics has many benefits, it remains as a constant challenge for organisations, as the potential for unethical behaviour is illimitable. In recent years, the cases of corporate misconduct in Singapore have been on the rise. In June 2011, Deputy Prime Minister Teo Chee Hean announced that commercial crimes, including fraud and cheating, rose by 13% as compared to 2010 (Othman, 2012). As most organisations have established codes of ethics to guide their employees regarding their ethical responsibilities, the imperative issue here is how effective is the code of ethics in regard to instilling ethical behaviour. In this essay, we will firstly look at the definition of ethical behaviour and an overview of the ethics program. Next, the effectiveness of the code of ethics and the criteria for it to be effective will be addressed. Lastly, a conclusion will be made to determine if the code of ethics is the most effective method for instilling ethical behaviour. Ethical Behaviour in Organisations Ethics as according to Wood, et al. (2006) can be defined as a behavioural code that explains what is good and right, as opposed...
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...Department of Finance, Risk Management and Banking Tutorial letter 101/0/2012 This tutorial letter contains important information about your module. Bar code CONTENTS 1 1.1 2 2.1 2.2 3 3.1 3.2 4 4.1 4.2 4.3 5 6 7 8 8.1 8.2 8.3 INTRODUCTION AND WELCOME ....................................................................................................... 3 Tutorial matter ................................................................................................................................... 3 PURPOSE OF AND OUTCOMES FOR THE MODULE ........................................................................ 4 Purpose ............................................................................................................................................. 4 Outcomes .......................................................................................................................................... 4 LECTURER AND CONTACT DETAILS ................................................................................................ 5 Lecturer ............................................................................................................................................. 5 Department ........................................................................................................................................ 5 MODULE RELATED RESOURCES ...................................................................................................... 6 Prescribed book...
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...Global Business Opportunities Project: Starbucks Going to India Prepared by: Group A Contents Module 2: ANALYZING INTERNATIONAL COMPETITORS 6 Module 3: ASSESSING THE ECONOMIC-GEOGRAPHIC ENVIRONMENT 7 Module 4: ASSESSING THE SOCIAL-CULTURAL ENVIRONMENT 10 Module 5: ASSESSING THE POLITICAL LEGAL ENVIRONMENT 13 Module 6: SELECTING A GLOBAL COMPANY STRUCTURE 15 Module 7: FINANCING SOURCES FOR GLOBAL BUSINESS OPERATIONS 16 Module 8: CREATING A GLOBAL MIS (MANAGEMENT INFORMATION SYSTEMS) 18 Module 9- IDENTIFYING HUMAN RESOURCES FOR GLOBAL BUSINESS ACTIVITIES 19 Module 10 – MANAGING INTERNATIONAL FINANCIAL AND BUSINESS RISKS 21 Module 11 - PRODUCT AND TARGET MARKET PLANNING 22 Module 12: DESIGNING A GLOBAL DISTRIBUTION STRATEGY 24 MODULE 13: PLANNING A GLOBAL PROMOTION STRATEGY 25 MODULE 14—SELECTING AN INTERNATIONAL PRICING STRATEGY 27 MODULE 15— DETERMINING ORGANIZATIONAL FINANCIAL RESULTOVERVIEW 28 References: 31 Module 1: IDENTIFYING GLOBAL BUSINESS OPPORTUNITIES Global Business Opportunities We are the Starbucks Corporation; we purchase and roast whole bean coffees. Majority of our stores are in the United States, but we also have international stores. Starbucks Corporation has successfully been in business since 1971. India has the youngest population in the world and will stay young. Starbucks Co. has found the opportunity to expand internationally to India and believes that it can be a huge success. Potential Markets Starbucks would like to first start its operation...
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...Module: Public Law& Civil Rights ‘The Government is pledged in its manifesto to complete reform of the Lords to remove the hereditary element entirely and to reconstitute the House on a modern representative basis.’ Government White Paper (The House of Lords: Completing the Reform 2001). Consider the political and legal reasons as to why, some 13 years after stage 1 of House of Lords reform (the House of Lords Act 1999), Parliament has only now started to consider Stage 2 legislation (House of Lords Reform Bill 2012). Abstract During the past 100 years, the British government has never ceased trying to bring democracy to the House of Lords. However, having examined the reform history, one could conclude that all the reforms proposed after 1999 are not carried out as planned. This essay, therefore, attempts to provide descriptions on the major reforms of Lords proposed or implemented since 1911. It will focus particularly on discussing the main political and legal difficulties on the incompletion of reform of Lords since 1999. 1. Introduction The House of Lords has long been known as a historical curiosity of this country. Together with the Canadian Senate, the chamber remains one of the only two unelected second chambers in the modern and major democracies. Owing to the undemocratic composition of the Lords, it was reluctant to utilize its legitimate powers in the 20th century for which some local political scholars described as having ‘a little public profile...
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...Beardwell et al (2004) posits that “training is a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or a range of activities. As it relates to the work environment it serves as a catalyst for development of the individual and to satisfy the needs of the organization”. (p. 313) In the era of globalization the role of the Training Administration Division (TAD) has assumed increased importance in Government’s Public Sector Reform initiative. In 1972 the scope of the Unit under study was expanded under the provisions of the Training Act 1972-25. It was during this period that the government of Barbados recognized the need for increased, more concentrated and effective training of ‘Civil Servants’. This initiative was supported in the Public Service Act, 2007-41 Part V. The Act addressed Management Training and Human Resource Development within the public service. To this end, the Division’s role has been focused on the creation of a training and development environment conducive to fostering...
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...for a Network Organization Tim Reichling1, Michael Veith1 & Volker Wulf1,2 1 Institute for Information Systems and New Media University of Siegen, Siegen, Germany (E-mail: tim.reichling@uni-siegen.de; michael.veith@uni-siegen.de; volker.wulf@uni-siegen.de); 2 Fraunhofer Institute for Applied Information Technology (FhG-FIT), Sankt Agustin, Germany (E-mail: volker.wulf@fit.fraunhofer.de) Abstract. Recent knowledge management initiatives focus on expertise sharing within formal organizational units and informal communities of practice. Expert recommender systems seem to be a promising tool in support of these initiatives. This paper presents experiences in designing an expert recommender system for a knowledge-intensive organization, namely the National Industry Association (NIA). Field study results provide a set of specific design requirements. Based on these requirements, we have designed an expert recommender system which is integrated into the specific software infrastructure of the organizational setting. The organizational setting is, as we will show, specific for historical, political, and economic reasons. These particularities influence the employees’ organizational and (inter-)personal needs within this setting. The paper connects empirical findings of a long-term case study with design experiences of an expertise recommender system. Key words: expertise sharing, expert recommender system, case study 1. Introduction Approaches to knowledge management (KM) have attracted both...
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...SENIOR SECONDARY COURSE PHYSICS 1 (CORE MODULES) Coordinators Dr. Oum Prakash Sharma Sh. R.S. Dass NATIONAL INSTITUTE OF OPEN SCHOOLING A-25, INSTITUTIONAL AREA, SECTOR-62, NOIDA-201301 (UP) COURSE DESIGN COMMITTEE CHAIRMAN Prof. S.C. Garg Former Pro-Vice Chancellor IGNOU, Maidan Garhi, Delhi MEMBERS Prof. A.R. Verma Former Director, National Physical Laboratory, Delhi, 160, Deepali Enclave Pitampura, Delhi-34 Dr. Naresh Kumar Reader (Rtd.) Deptt. of Physics Hindu College, D.U. Dr. Oum Prakash Sharma Asstt. Director (Academic) NIOS, Delhi Prof. L.S. Kothari Prof. of Physics (Retd.) Delhi University 71, Vaishali, Delhi-11008 Dr. Vajayshree Prof. of Physics IGNOU, Maidan Garhi Delhi Sh. R.S. Dass Vice Principal (Rtd.) BRMVB, Sr. Sec. School Lajpat Nagar, New Delhi-110024 Dr. G.S. Singh Prof. of Physics IIT Roorkee Sh. K.S. Upadhyaya Principal Jawahar Navodaya Vidyalaya Rohilla Mohammadabad (U.P.) Dr. V.B. Bhatia Prof. of Physics (Retd.) Delhi University 215, Sector-21, Faridabad COURSE DEVELOPMENT TEAM CHAIRMAN Prof. S.C. Garg Former Pro-Vice Chancellor IGNOU, Delhi MEMBERS Prof. V.B. Bhatia 215, Sector-21, Faridabad Prof. B.B. Tripathi Prof. of Physics (Retd.), IIT Delhi 9-A, Awadhpuri, Sarvodaya Nagar Lucknow-226016 Sh. K.S. Upadhyaya Principal Navodaya Vidyalaya Rohilla Mohammadabad, (U.P.) Dr. V.P. Shrivastava Reader (Physics) D.E.S.M., NCERT, Delhi EDITORS TEAM CHAIRMAN Prof. S.C. Garg Former Pro-Vice Chancellor IGNOU, Delhi MEMBERS Prof. B.B. Tripathi Prof...
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...Assessment 1 Develop workplace sustainability Questions What are the sustainability issues? Unsustainable activities have led to changes in our environment, or have been identified as having the potential to lead to future changes. The types of changes that are occurring or are predicted to occur form the key issues for sustainability. The following Table 1 provides a summary of the key issues. They are related to changes to the physical and cultural (being the way we live) environments, which in turn relate to the economic environment. What does sustainability mean? Every day we hear the term ‘sustainable’ or ‘sustainability’ being used to describe a large number of issues and news items. There is the ‘sustainable economy’, ‘sustainable agriculture’, ‘economically sustainable’, ‘the need to be sustainable’, ‘sustainable work practices’ and ‘sustainable water supply’ to name a few. The Brundtland Report, Our Common Future, is seen by many as one of the first global reports to address sustainable development. This report defined sustainable development as: “…development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” Brundtland (1987) National strategy for ecologically sustainable development Sustainable Development is defined by the Australian Government’s National Strategy for Ecologically Sustainable Development as: “…using, conserving and enhancing the community’s resources...
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