...The beauty of nursing is that there are no limits to where you can go and no limits as to what you can do. The possibilities are endless. Post Graduation and Future Plans Immediately after graduating from nursing school, soon after passing the NCLEX exam and taking a mini vacation, I would like to begin my career as an active duty army nurse. I am currently in the Army Reserve; however, I am not in the ROTC program. Because I am not in the ROTC program, which may inevitably make becoming a nurse in the army more of a difficult task. If by some unfortunate chance I cannot become a nurse in the army, I would like to begin my career in critical care or the emergency department. However, my preference would be the emergency department. I think...
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...December 2011 Mini Country Report/Romania under Specific Contract for the Integration of INNO Policy TrendChart with ERAWATCH (2011-2012) Mini Country Report Thematic Report 2011 under Specific Contract for the Integration of INNO Policy TrendChart with ERAWATCH (2011-2012) December 2011 Author: Marina Ranga, Stanford University Table of Contents Preface ii Executive Summary iii 1. Innovation policy trends 1 1.1 Trends and key challenges for innovation policy 1 1.2 Innovation governance 7 1.3 Recent changes in the innovation policy mix 12 1.4 Internationalisation of innovation policies 15 1.5 Evidence on effectiveness of innovation policy 16 2. Innovation policy budgets – an overview 19 2.1 Trends in funding of innovation measures 19 2.2 Departmental and implementing agency budgets for innovation policies 2 1 2.3 Future challenges for funding of innovation policy 22 3. Thematic report: Demand-side innovation policies 23 3.1 Trends in the use of demand-side innovation policies 24 3.2 Governance challenges 30 3.3 Recent demand-side innovation policy measures 3 1 3.3.1 Sectoral specificities 3 1 3.3.2 Good practice case 3 1 Appendix A : Plan to increase the efficiency and effectiveness of RDI expenditure (Summary of provisions) 32 Appendix B : Recommendations of World Bank’s Functional Review for the reform of the Romanian RDI...
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...@BCL@CC0C2FEF.docx PEPPERDINE UNIVERSITY THE GEORGE L. GRAZIADIO SCHOOL OF BUSINESS AND MANAGEMENT STEPHEN M. RAPIER, Ph.D. MKTG 680.23 GLOBAL BRAND MANAGEMENT Fall 2014 WEDNESDAY 6:00 – 10:00 PM West L.A. Graduate Campus SYLLABUS 1 | Page Rapier @BCL@CC0C2FEF.docx Global Brand Management MKTG 680.23 Fall 2014 Wednesdays, 6:00 – 10:00 PM West L.A. Graduate Campus, Room TBD Stephen M. Rapier, Ph.D. Office Hours (By Appointment): Wednesdays, 5:00 – 5:45 PM E-mail address: stephen.rapier@pepperdine.edu Cell Phone# (310) 403-8271 Introduction Modern brands are a powerful force transcending the world’s borders, economies, and cultures. This course introduces the student to the global brand dynamic, and focuses on why a global brand is important, how to nurture and protect a global brand, global brand management, and the importance of the brand’s authenticity in the formation of the consumer’s brand trust and commitment. The students will draw on their oral and written presentation skills and will be highly involved in bringing the course material to life. Subject to availability, this course provides the opportunity for the student to apply course content to an assigned case/consulting client. Emphasis is placed on the practical application of branding concepts to global business. Prerequisites: MKTG 658 Marketing Management. Student Learning Outcomes Having successfully completed this course, students should at a minimum be able to: 1. Understand the nature...
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...|COURSE TITLE |MGT6013 Leadership & Leadership Development | |BLACKBOARD SITE |Summer 2012 – http://my.ltu.edu and select CRN 5138 | |INSTRUCTOR |David M. Gregorich | | |Adjunct Faculty, College of Management | | |NEW Email address: profdavegregorich@gmail.com response within 24 hours | | |Business phone: 586 445 7458 [M-F; 9:30a.m. – 3:30p.m. & voicemail] | | |Office hours by appointment on campus | | |Wimba meeting sessions are also available by mutual appointments. | |SCHEDULE |May 21, 2012 – July 29, 2012 | | | | | |Refer to http://www.ltu...
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...University of Illinois at Urbana-Champaign College of Business Department of Business Administration BADM 449: STRATEGIC MANAGEMENT / BUSINESS POLICY (FALL 2015) Section J: Tuesday – Thursday 11:00 A.M. – 12:20 P.M. BIF 2041 Name: Shinjinee Chattopadhyay Visting Assistant Professor Office: 465 Wohlers Hall Office Hours: Tuesday, 2-3.20 pm (Or by appointment) Office Phone: 217-300-1033 Email: schattop@illinois.edu Website: Maintained on Illinois Compass 2g INTRODUCTION AND COURSE OBJECTIVES Strategic management deals with decisions that fundamentally influence the direction of the organization and effective implementation of the direction chosen. Strategic management addresses the organizational structure, resources & capabilities, and the strategic positioning of the organization to create, capture, and sustain competitive advantage. In addition to economic value creation, management also must make decisions concerning the distribution of this economic value across stakeholders. In BADM 449, you will develop your skills at: • Understanding how firms create, capture, and sustain competitive advantage; • Analyzing strategic business situations and formulating strategy; and • Implementing strategy and organizing the firm for strategic success. Success ultimately depends not only on the soundness of the formulated strategy, but also on effective implementation through appropriate organizational choices. This capstone business course focuses...
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...The Fiat Group was founded in 1899 in Turin, Italy, and now consists of many diversified businesses such as automobile manufacturer, engine manufacturer, agricultural and construction equipments, trucks and commercial vehicles, components and production systems, publishing and communication as well as financial services (The Fiat Group 2010). Diversified businesses also mean less risk because the businesses are financially and operationally leveraged. However, The Fiat Group focuses mainly in automobile sector, and this is not to mention that the world’s famous brands like Alfa Romeo, Maserati and Ferrari are entirely owned and managed by The Fiat Group; this has exclusively enhanced Fiat’s automobile portfolio in terms of brand’s strength, value and equity. Fiat carries out its businesses through its subsidiary companies located in over 50 countries while majority of its plants, employees, and R&D is based in Italy and Europe (The Fiat Group 2010). In battling for market share against major global competitors, Fiat has recently entered into mutual strategic alliance with Chrysler, with Fiat holding 20% of the shares. This provides both sides many complementary advantages. For instance, Fiat immediately gains unlimited access to Chrysler’s extensive North American dealer network, and therefore can save huge production cost by using Chrysler’s plants to produce its models for North American market. Chrysler also gains Fiat’s global distribution network in reciprocal while also...
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...Self Evaluation 10 References 12 Executive Summary In order for Chrysler to be successful in a global market, they are going to have to shed the old ways of manufacturing cars and develop newer innovative ideas to compete in today’s economy. By implementing a new business plan, a knowledge sharing system and partnering with a design firm, Chrysler can become a dominant force in the auto industry, not just domestically but globally. The initial startup costs for implementing these innovations are quite high, yet the long term payoffs such as lower manufacturing costs, higher quality products, less waste, a variety of innovative designs, better supplier relationships, increased sales, profits, market share, and greater customer retention and loyalty, all support changing to a more innovative company. Introduction The target of this project was to find and research innovative methods to apply to a current existing company. Our team chose Chrysler to apply the innovations researched to help their company domestically and globally. With Fiat recently acquiring a 35% stake in Chrysler, it is necessary for Chrysler to focus on the global market to remain competitive in this day and age. This project takes an in-depth look at TaTa Motors business model, Toyota’s knowledge sharing system and BMW’s DesignWorksUSA design system and proposes ideas for implementing them with Chrysler. We evaluate what it will take to implement these design processes and evaluate the success factors...
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... | Ms. Lori Cross Telephone : (608) 298-0058 Mobile : (608) 692-2000 e-Mail : lcross@bus.wisc.edu or lj_cross@msn.com Office : Grainger 4281 Office Hours : 4 - 6 (before scheduled classes) by appointment Course Description and Objectives Few leaders would disagree that a firm’s performance is directly linked with their chosen strategy and their ability to implement that strategy. Traditionally, books and articles on strategy have focused on the development of a strategic plan, based on situational and competitive analyses and forward-looking forecasts. In today’s world, these traditional methods are no longer sufficient to address rapidly changing environments and the challenge of executing global strategies. This course will explore the latest research and management techniques for developing a comprehensive integrated strategic plan and for managing implementation of the plan in dynamic environments. The key objectives of the course are: • To provide a clear understanding and framework for dynamic strategic analysis and formulation. • To establish clear relationships between strategy formulation and...
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...Case Studies Engineering Subject Centre Case Studies: Four Mini Case Studies in Entrepreneurship February 2006 Authorship These case studies were commissioned by the Engineering Subject Centre and were written by: · Liz Read, Development Manager for Enterprise and Entrepreneurship (Students) at Coventry University Edited by Engineering Subject Centre staff. Published by The Higher Education Academy Engineering Subject Centre ISBN 9781904804437 © 2006 The Higher Education Academy Engineering Subject Centre Contents Foreword...................................................................................................5 1 Bowzo: a Case Study in Engineering Entrepreneurship ...............6 2 Daniel Platt Limited: A Case Study in Engineering Entrepreneurship .....................................................................................9 3 Hidden Nation: A Case Study in Engineering Entrepreneurship11 4 The Narrow Car Company...............................................................14 Engineering Subject Centre Four Mini Case Studies in Entrepreneurship 3 Foreword The four case studies that follow each have a number of common features. They each illustrate the birth of an idea and show how that idea can be realised into a marketable product. Each case study deals with engineering design and development issues and each highlights the importance of developing sound marketing strategies including market ...
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...STERN SCHOOL OF BUSINESS NEW YORK UNIVERSITY Global Marketing Management Spring 2015, UB.0064.001 Professor Eileen Fischer E-mail: efischer@stern.nyu.edu Office: KMC 7-100A; Office Hours: Monday and Wednesday 12:30 -3.00 and by appointment Telephone: 646-591-8760 Teaching Fellow: TBA COURSE OBJECTIVE The purpose of the course is to examine the issues involved in developing a global marketing strategy and the challenges of implementing the marketing mix in individual countries. The course is designed to give students an understanding of: * the strategic issues surrounding global expansion and the strategic options for entering international markets * how to assess market opportunities on both Country macro and market related factors * the global competitive landscape that includes strong local competitors * balancing global and local considerations when developing the marketing mix with a focus on the tactical challenges of adapting to specific market needs * the rapidly changing challenges and opportunities in Emerging Markets My objective is to provide you with useful frameworks, tools and ‘rules of thumb’ which we apply to cases in virtually every class. Many cases will be only one or two pages and they focus on a specific question. Our longer cases will deal with multiple issues and will require the application of frameworks and concepts...
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...Anthony Purkapile Introduction Information security continuous monitoring is defined as maintaining ongoing awareness of information security, vulnerabilities, and threats to support organizational risk management decisions. This publication specifically addresses assessment and analysis of security control effectiveness and of organizational security status in accordance with organizational risk tolerance. Security control effectiveness is measured by correctness of implementation and by how adequately the implemented controls meet organizational needs in accordance with current risk tolerance. Organizational security status is determined using metrics established by the organization to best convey the security posture of an organization’s information and information systems, along with organizational resilience given known threat information. This includes Maintaining situational awareness of all systems across the organization Maintaining an understanding of threats and threat activities Assessing all security controls Collecting, correlating, and analyzing security-related information Providing actionable communication of security status across all tiers of the organization Active management of risk by organizational officials Purpose The purpose of this guideline is to assist organizations in the development of an ISCM strategy and the implementation of an ISCM program that provides awareness of threats and vulnerabilities, visibility into organizational...
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...| Business Leadership and Human Values Seminar2 CreditsBU 131.601.F5Summer Session 2016Wednesdays 1:30-4:30pm -- June 8 – July 27 Harbor East Room 230 | Instructor Rick Milter, Ph.D. Contact Information Phone Number: 410.234.9422 milter@jhu.edu Office Hours Typically before class session or by appointment. Required Learning Materials This course is a series of thematic conversations about human values and your responsibilities as an emerging/aspiring business leader. There is no traditional textbook, but there is much reading. You are required to read The Moral Compass: Leadership for a Free World, a workbook by Lindsay Thompson available online as a PDF in Course Documents. You will find details about required learning materials in the Bibliography and Theme Briefs sections of the Syllabus. Course Description and Overview This course explores ethical leadership as a framework for enterprise value creation in a complex environment of competing economic and moral claims. Students examine the intrinsic ethical challenges of leadership and the concept of a moral compass as a foundation for responding effectively to the ethical challenges of corporate citizenship and value creation in a competitive global economy. (2 credits) Syllabus Table of Contents Page Topic 2 Bibliography & Learning Resources 6 Calendar, Seminar Structure, Theme Briefs, Content 42 Seminar Preparation Toolkit 48 Learning Objectives, Graded Assignments...
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...(For Six Months Industrial Training) By Nitika Sharma CHAPTER NO. TITLE PAGE NO. TITLE PAGE…………………………………………………………………………………….i ABSTRACT……………………………………………………………………………………..ii ACKNOWLEDGEMENT………………………………………………………………….iii LIST OF TABLES & FIGURES…………………………………………………………iv 1. INTRODUCTION 1.1 Types of Peer to Peer………………………………………………………………..…...........2 1.1.1 Unstructured P2P…………………………………………………………………………2 1.1.2 Centralized P2P…………………………………………………………………………….3 1.2 Applications………………………………………………………………………..……………….....3 1.3 Advantages…………………..……………………………………………...............................3 1.4 Objective …………………………………………………………………………………………..…....4 1.5 Scope…………………….……………………………………………………………………….………….4 2. FEATURES OF PROJECT…………………………………………………………………………….5 3. HARDWARE & SOFTWARE REQUIREMENTS 3.1 Input Requirements…………………………………….……………………………………..8 3.2 Output Requirements………………………………………………………………………..8 3 3.3 Software Requirements…………………….………………………………………………..8 3.4 Hardware Requirements……………………………………………………………………..8 4. TOOL USED FOR DEVELOPMENT 4.1 NetBeans…………………………………………………………………………….……………….10 4.1.1 Features and Tools…………………..……………………………..………..…….10 4.1.2 Source Code Editor………………………………………………………………….10 4.1.3 GUI Builder………………………………………………………………………………..11 5. TECHNOLOGY TO BE USED 5.1 Introduction to Java…………………………………………………………..……………..13 5.1.1 Java Virtual Machine……………………………………………….…………..13 5.1.2 Principles………………………………………………………………………………..13 5.1.3 Versions………………………………………...
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... Author of “Rethinking Retention in Good Times and Bad”, endorsed by BusinessWeek as offering “fresh thinking for solving the turnover problem in any economy” “Recovering HR director” who has solved turnover in all industries and across 6 continents, including African gold mines and the CIA Founder of the Retention Institute which offers the Certified Employee Retention Professional program (CERP) where candidates apply tools in real time to solve their organization’s retention problems, based on Dick’s book • • 2 1 11/18/2009 Today’s Agenda 1. Why retention matters today 2. Three Ps quiz 3. Is your retention solution process- or program-driven? 4. The Rethinking Retention Modelsm 3 Principles, 7 Strategies 5. Applying the model with Tactics: pp y g Case study #1: Hospital Case study #2: Call centers 1. 6. “Unique” quiz 2. 7. A good…and free…offer 3 Why Retention Matters Today • Voluntary quits fell just 11% from 2007 to 2008 • Applications for open jobs tripled so only your best workers could find new jobs • Laying off just 1% caused voluntary quits to increase 31%...no one felt lucky to have a job •Top executives said their greatest staffing concern was retention…in retention in September and October of 2008 • Engagement ≠ Retention: More than 70% of executives are fully engaged but more than 90% would take a headhunter’s call 4 2 11/18/2009 Three Ps Quiz Which of the following should be addressed first for helping an organization...
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...IJCSI International Journal of Computer Science Issues, Vol. 7, Issue 5, September 2010 ISSN (Online): 1694-0814 www.IJCSI.org 94 A Comparison Between Five Models Of Software Engineering Nabil Mohammed Ali Munassar1 and A. Govardhan2 1 Ph.D Student of Computer Science & Engineering Jawahrlal Nehru Technological University Kuktapally, Hyderabad- 500 085, Andhra Pradesh, India Professor of Computer Science & Engineering Principal JNTUH of Engineering College, Jagityal, Karimnagar (Dt), A.P., India 2 Abstract This research deals with a vital and important issue in computer world. It is concerned with the software management processes that examine the area of software development through the development models, which are known as software development life cycle. It represents five of the development models namely, waterfall, Iteration, V-shaped, spiral and Extreme programming. These models have advantages and disadvantages as well. Therefore, the main objective of this research is to represent different models of software development and make a comparison between them to show the features and defects of each model. Keywords: Software Management Processes, Software Development, Development Models, Software Development Life Cycle, Comparison between five models of Software Engineering. increased recently which results in the difficulty of enumerating such companies. During the previous four decades, software has been developed from a tool used for analyzing information...
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