...have and maintain a B average. B. Duties of the executive officers 1. Student Body President a. To chair all STUCO and Executive Board meetings b. To carry out all the duties of membership in STUCO. c. To vote only in case of a tie at Student Council meetings d. To assist and encourage all officers and committee chairpersons to carry out their duties as stated in the constitution. e. To serve as an ex-officio member of all committees. f. Prepare the agenda for each STUCO and Executive Board meeting g. To represent the STUCO and the student body to the Berkmar High School administration h. To ensure that prior approval is obtained from the advisors and administration for Student Council actions, activities, and projects. 2. Student Body Vice President a. To assume Presidential responsibilities in the absence of the President b. To assume the office of the President in the event that the office becomes vacant c. To carry out all the duties of membership in STUCO. d. To preside at any STUCO function in the absence of the president. e. To assist the president, other executive officers, and advisors in planning and carrying out the work of the STUCO. f. To perform other duties as directed by the President g. To serve as an ex-officio member of all committees. 3. Student Body Secretary ...
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...Ronald Wilson Reagan, born February 6, 1911, served the United States as the 40th president from 1981 to 1989. Reagan was the first and only movie actor elected to office. During his two-terms in office, Reagan had many accomplishments; cutting taxes, strengthened and increased national defense spending, and through foreign policy pursued “peace through strength.” (Freidel & Sidey, 2006). The primary strength Reagan possessed in office was his oratory skills, in which he was dubbed “The Great Communicator”. The presidency of Ronald Reagan corresponded with a “long period of dramatic economic growth and the beginning of a momentous change in international relations.” (Brinkley, 2002). Through legislation, Reagan stimulated the economic growth, curbed inflation, and increased U.S. employment. By cutting taxes and Government expenditures Reagan overhauled the income tax code. By which, he removed many deductions and made exempt millions of low-income people. As the end of his term neared, our nation enjoyed “its longest recorded period of peacetime prosperity without recession or depression.” (Freidel & Sidey, 2006). Another achievement of Reagan was his plan, Supply Side Economics. In a plan, he felt in order to improve the economy, the industries needed to be built up through “entrepreneurial skills” and the corporate wealth would “trickle down to the people.” (The 40th US President - Ronald Reagan). Raised in the small town of Dixon, Illinois, his parents Jack...
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...EMAIL ADD/CONTACT NO. OFFICE OF THE PRESIDENT DR. FELIXBERTO U. BUSTOS, JR.- President fubustos@nhmfc.gov.ph ATTY. MARIA CHRISTINA L. LAIG- Corporate Executive Officer II mclaig@nhmfc.gov.ph Tel. # 812-6577, Telefax 892-5146 AIREEN B. OGRIMEN- Corporate Executive Officer I aogrimen@nhmfc.gov.ph Tel. # 812-6577, Telefax 892-5146 Risk Management Department (Functional Structure) PAZ DIVINA A. CABALLERO pdcaballero@nhmfc.gov.ph Officer In-Charge Loc. 390 Public Assistance & Information Office ICONN MEL D. CAYABYAB Officer In-Charge iconncayabyab@gmail.com Tel. # 892-5243 Corporate Planning Division JAENA V. MALLARI Officer In-Charge jmallari@nhmfc.gov.ph Tel. # 893-0157 Strategic Relations Management Department Financial Institution Division MA. CECILIA PURIFICACION Officer In-Charge mpurificacion@nhmfc.gov.ph Loc. 284 Developers Division RODEL LEOCARIO Officer In-Charge rleocario@nhmfc.gov.ph Loc. 284 Internal Audit Department EDITHA O. STA. INES Officer In-Charge OFFICE OF THE CORPORATE SECRETARY ATTY. SIEGFRID ERIC G. LAPASARAN- Vice President atty.sieg@gmail.com Tel. # 892-4550 ATTY. DANTE M. PATAPAT- Attorney V dan.nhmfc@gmail.com Tel. # 892-5152 AIREEN B. OGRIMEN- Corporate Executive Officer I aogrimen@nhmfc.gov.ph Tel. # 812-6577, Telefax 892-5146 estaines@nhmfc.gov.ph Tel. # 893-9821 OFFICE OF THE EXECUTIVE VICE PRESIDENT LIVIA ALICIA R. RAMOS- EXECUTIVE VICE PRESIDENT larramos@nhmfc.gov.ph Telefax 817-5997 ...
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...Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. * This integrated study runs throughout the text. Other issues facing Southwestern’s football expansion include (B) forecasting game attendance (Chapter 4); (C) quality of facilities (Chapter 6); (D) break-even analysis for food services (Supplement 7 Web site); (E) location of the new stadium (Chapter 8 Web site); (F) inventory planning of football programs (Chapter 12 Web site); and (G) scheduling of campus security officers/staff for game days (Chapter 13). Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it. TABLE 3.6 Southwestern University Project Time Estimates (days) ________________________________________ Activity Description Predecessor(s) Optimistic Most Likely Pessimistic Crash Cost/Day A Bonding, insurance, tax structuring — 20 30 40 $1,500 B Foundation, concrete footings for boxes A 20 65 80 3,500 C Upgrading skybox stadium seating A 50 60 100 4,000 D Upgrading walkways, stairwells, elevators C 30 50 100 1,900 E Interior wiring, lathes B 25 30 35 9,500 F Inspection approvals E 0.1 0.1 0.1 0 G Plumbing D, F 25...
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...IMPORTANT NOTICE: The information in this PDF file is subject to Business Monitor International’s full copyright and entitlements as defined and protected by international law. The contents of the file are for the sole use of the addressee. All content in this file is owned and operated by Business Monitor International, and the copying or distribution of this file, internally or externally, is strictly prohibited without the prior written permission and consent of Business Monitor International Ltd. If you wish to distribute the file, please email the Subscriptions Department at subs@businessmonitor.com, providing details of your subscription and the number of recipients you wish to forward or distribute this information to. DISCLAIMER All information contained in this publication has been researched and compiled from sources believed to be accurate and reliable at the time of publishing. However, in view of the natural scope for human and/or mechanical error, either at source or during production, Business Monitor International accepts no liability whatsoever for any loss or damage resulting from errors, inaccuracies or omissions affecting any part of the publication. All information is provided without warranty, and Business Monitor International makes no representation of warranty of any kind as to the accuracy or completeness of any information hereto contained. ISSN 1474-5615 Vol 29 Issue 3 March 2012 Andean Business Monitor International’s...
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...fiscal policy fits into the model of Brooklyn, carries more than 300,000 cars short-run fluctuations we developed in each day. Chapter 10. We’ll see how deliberate In Japan, stories like this are common. During the 1990s the Japanese government What you will learn in this chapter: changes in government spending and tax policy affect real GDP. We’ll also see how ® What fiscal policy is and why it is an important tool in managing economic fluctuations ® Which policies constitute an expansionary fiscal policy and which constitute a contractionary fiscal policy ® Why fiscal policy has a multiplier effect and how this effect is influenced by automatic stabilizers ® How to measure the government budget balance and how it is affected by economic fluctuations ® Why a large public debt may be a cause for concern ® Why implicit liabilities of the government are also a cause for concern spent around $1.4 trillion on...
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...taken a giant step in achieving domestic market dominance in the sanitation industry. The Leadership Team consists of: David Spencer, President and CEO Sally Lindley, CEO of EnviroTech, Inc. Division Janet Durham, Vice President of Human Resources Tom Jennings, Vice President of Marketing Sam Waters, Chief of Compliance InterClean, Inc. is committed to providing employees with every opportunity for a successful career and continued development. Communication is at the core of career success and development. Communication begins at the New Sales Employee Orientation. Orientation items: • Background and history of InterClean, Inc. • Open Door Communication Commitment – feedback to the Team and from the Team is essential. • Successful Sales Technics - Examples modeled from sales team. Presentations have developed by current sales team. • Pairing with tenured sales team member for 90 day mentorship with job shadowing. • Review of Sales Goals and Objectives described in attached Performance Appraisal. o Development and delivery of full service/solution options to new and existing customers o Submission of Customer Satisfaction Survey’s to new and existing customers o Return of Customer Satisfaction Survey’s o Make daily calls to potential new...
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...* Budget making process. Midterm budget framework. Budget Defined * A budget (from old French bougette, purse) is a financial plan and a list of all planned expenses and revenues. * A government budget is a legal document that is often passed by the legislature, and approved by the chief executive-or president. * The two basic elements: Revenues and Expenses. * Revenues are derived primarily from taxes and non-tax revenue. * Government expenses include spending on current goods and services, which economists call government consumption ; government investment expenditures such as infrastructure investment or research expenditure; and transfer payments like unemployment or retirement benefits, Social Safety nets Basis of Budget * Budgets have an economic, political and technical basis. * Unlike a pure economic budget, they are not entirely designed to allocate scarce resources for the best economic use. * They also have a political basis wherein different interests push and pull in an attempt to obtain benefits and avoid burdens. * The technical element is the forecast of the likely levels of revenues and expenses Budget Cycle * Budget Preparation: The first phase of the budget cycle involves preparation by the departments/agencies, ministries and finally ministry of Finance * Legislative Approval: Typically, the legislature has the power to approve or reject a proposed budget. They review it and vote. If approved, it moves...
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...consultation process 64 Notes 65 Tables Table 1: Gross expenditure on research and experimental development by sector, 2008–09 38 Table 2: Expenditure on research and development as a proportion of GDP, Australia and the OECD, 2008 38 Figures Figure 1: Increase in low SES domestic students in higher education, 1992 to 2011 15 Figure 2: Australia’s benefits from research 37 Figure 3: Commonwealth per student funding, 1989 to 2010 55 Figure 4: Public investment in tertiary education as a percentage of GDP 55 Figure 5: Higher education revenue proportion by source 56 Figure 6: Productivity efficiency of tertiary education among OECD countries 60 A n a g e n da f o r A u s t r a l i a n h i g h e r e d u c at i o n 2 0 1 3 – 2 0 1 6 iii Universities Australia’s board and vice-chancellors of member universities Universities Australia Board of Directors Vice-chancellors of...
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...Korb v. Raytheon, 707 F.Supp. 63 (D.Mass. 1989) In this case Lawrence J. Korb was terminated from his position as vice president for Washington operations of Raytheon Corporation simply because he expressed views, publicly is direct conflict with the corporation’s economic interest. Korb was denied his claim for wrongful discharge and for a violation of the State Civil Rights Act (LAWRENCE J. KORB vs. RAYTHEON CORPORATION. (n.d.). Korb had been with the United States Department of Defense for about four years, were he served as assistant secretary of defense for manpower, installations, and logistics. Korb later left the government and joined Raytheon Corporation as vice president in charge. Korb spoke at the company’s annual alternative defense budget conference, in which he said some things that many people in the Department of Defense did not like nor approve of (LAWRENCE J. KORB vs. RAYTHEON CORPORATION. (n.d.). After being told his job was in jeopardy, due to his recent sayings, he wrote a letter to the editor of the...
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...i s s u e osw Commentary 7 9 | 2 8 . 0 5 . 2 0 1 2 | C e n t r e f o r e a s t e r n s t u d i e s Tadeusz Iwański The countries of Eastern European and China have been increasingly interested in deepening bilateral contacts over the past few years. In the case of Ukraine, Belarus and Moldova this has been caused by the bad economic situation which was in part caused by the consequences of the global economic crisis of 2008 and the desire to establish closer political relations with a country whose significance on the international arena is continually growing. Each of these countries has different expectations regarding the scale and the nature of co-operation with China. Chisinau wishes only to boost trade, whereas in Minsk and Kyiv, Beijing is also presented as a strategic partner whose investments may not only help the indebted economies recover but also strengthen the position of these countries in their dealings with the EU, and especially with Russia. Beijing sees co-operation with these countries in differently, and its offer is much more modest than Belarus and Ukraine are expecting. Eastern Europe is one of the last parts of the world with which China is activating its co-operation. This is not a priority region for Beijing. China wants to derive economic benefits and to diversify the markets on which it invests its financial surplus, and it does not intend to extend its political dialogue with Ukraine, Belarus and Moldova beyond the framework which determines...
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...South Korea Business Forecast Report Executive Summary You have downloaded a PDF of BMI's latest views on the market, summarising the key findings that are assessed in detail in the new report, as well as the full report Table of Contents. Find out more about this report by contacting one of our experts on +44 (0)20 7246 5170 For more information, please contact us at: enquiry@businessmonitor.com +44 (0)20 7246 5170 South Korea Business Forecast Report Table of contents Executive Summary Core Views Key Risks To Outlook Published Date: 01 Apr 2014 5 5 5 7 7 7 8 8 8 9 9 11 11 11 12 12 12 14 14 14 15 15 16 17 south korea Q1 2014 17 17 21 21 21 21 25 25 25 26 26 26 27 28 29 29 30 Chapter 1: Political Outlook SWOT Analysis BMI Political Risk Ratings Domestic Politics Key Themes In 2014 Table: Political Overview Long-Term Political Outlook Constitutional Reform To Improve Governance- Chapter 2: Economic Outlook SWOT Analysis BMI Economic Risk Ratings Economic Activity Staying Cautious In 2014 Despite Upside Growth Surprise Table: ECONOMIC ACTIVITY Fiscal Policy Growing Corporate Leverage Posing Increasing Risk TABLE: FISCAL POLICY Monetary Policy BoK To Keep Policy Neutral Till End 2014 TABLE: MONETARY POLICY Balance of Payments south korea Q1 2014 KRW: Further Strength Capped Despite Improving Fundamentals TABLE: CURRENT ACCOUNT Chapter 3: 10-Year Forecast The South Korean Economy to 2022 Robust Growth To 2023 TABLE: Long-Term Macroeconomic...
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...Finance MBA − Cases in Corporate Finance The Super Project (HBS) Instructor: Pål E. Korsvold BI Norwegian School of Management McGraw-Hill/Irwin abc McGraw−Hill Primis ISBN: 0−390−68861−4 Text: Harvard Business School Negotiation Cases This book was printed on recycled paper. Finance http://www.mhhe.com/primis/online/ Copyright ©2006 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw−Hill Primis text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. 111 FINAGEN ISBN: 0−390−68861−4 Finance Contents Harvard Business School Negotiation Cases Super Project 1 1 Case iii Harvard Business School Negotiation Cases The Super Project Case © The McGraw−Hill Companies, 2005 1 9-112-034 REV: MAY 27, 2004 The Super Project In March 1967, Crosby Sanberg, manager-financial analysis at General Foods Corporation, told a casewriter, “What I learned about incremental analysis at the Business School doesn’t always work.” He was convinced that under some circumstances sunk costs were relevant to capital...
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...to life and property by addressing the root causes of vulnerabilities to disasters, strengthening the country's institutional capacity for disaster risk reduction and management and building the resilience of local communities to disasters including climate change impacts; (b) Adhere to and adopt the universal norms, principles and standards of humanitarian assistance and the global effort on risk reduction as concrete expression of the country's commitment to overcome human sufferings due to recurring disasters; (c) Incorporate internationally accepted principles of disaster risk management in the creation and implementation of national, regional and local sustainable development and poverty reduction strategies, policies, plans and budgets; (d) Adopt a disaster risk reduction and management approach that is holistic, comprehensive, integrated, and proactive in lessening the socioeconomic and environmental impacts of disasters including climate change, and promote the involvement and participation of all sectors and all stakeholders concerned, at all levels, especially the local community; (e)...
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...lesser of two evils 9 The problems grow worse 9 Anatomy of a tragedy 10 Why wasn't the design fixed? 11 Why wasn't erosion seen as a danger sign? 11 Operational and then what? 12 Why no second sources? 12 How did NASA and Thiokol view the odds? 12 What role did NASA's safety office play? 13 Was NASA or Thiokol pressured to launch? 14 Why didn't they talk to each other? 14 How about NASA's past success? 15 What lessons have been learned? 15 Defining terms 16 Figures Figure 1: The Launch Decision Chain 17 Figure 2: Anatomy Of A Booster Field Joint 18 Figure 3: Joint Rotation 18 Figure 4: Titan Joints vs. Shuttle Booster Joints 19 Figure 5: Joint Putty 19 Figure 6: O-Ring Distress 20 Figure 7: Joint Distress vs. Temperature At Launch 20 Figure 8: 7/31/85 Memo, Boisjoly 21 Figure 9: 10/1/85 Memo, Ebeling 22 Figure 10: 10/1/85 Memo, Stein 24 Figure 11: 10/4/85 Activity Report, Boisjoly 25 Instructions On the first day of the workshop, we will discuss the management system failures associated with the Space Shuttle Challenger explosion. Please read the attached article[?],[?] before the workshop and be prepared to discuss the study questions listed below. Study Questions | |Media reports at the time typically implicated individual managers within the launch decision chain as single points of failure. | | |Others have described Challenger as a...
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