...2014-2015 Undergraduate Academic Calendar and Course Catalogue Published June 2014 The information contained within this document was accurate at the time of publication indicated above and is subject to change. Please consult your faculty or the Registrar’s office if you require clarification regarding the contents of this document. Note: Program map information located in the faculty sections of this document are relevant to students beginning their studies in 2014-2015, students commencing their UOIT studies during a different academic year should consult their faculty to ensure they are following the correct program map. i Message from President Tim McTiernan I am delighted to welcome you to the University of Ontario Institute of Technology (UOIT), one of Canada’s most modern and dynamic university communities. We are a university that lives by three words: challenge, innovate and connect. You have chosen a university known for how it helps students meet the challenges of the future. We have created a leading-edge, technology-enriched learning environment. We have invested in state-of-the-art research and teaching facilities. We have developed industry-ready programs that align with the university’s visionary research portfolio. UOIT is known for its innovative approaches to learning. In many cases, our undergraduate and graduate students are working alongside their professors on research projects and gaining valuable hands-on learning, which we believe is integral...
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...Individual Learning Project 1 Liberty University BUSI 601-Accounting for Decision Making July 22, 2012 Individual Learning Project 1 Apple was incorporated on January 3, 1977, along with its subsidiaries .Apple is engaged in designing, manufacturing and marketing mobile communication and media devices, personal computers, software and portable digital music players. Apple was created by Steve Wozniak and Steve Jobs in Silicon Valley, California. The two began building Apple Computers in 1976 in the living room of Steve Jobs’ parent’s living room. Steve Wozniak would build the computers and Steve Jobs would market and sell the computers. Apple uses various marketing techniques to promote their products. These processes are distinct in design and are adhered to throughout Apple’s organization Individual Learning Project 2 S.W.O.T Analysis Chart Strength 1. Innovators of high-tech quality products. (i.e. IPhone, Ipad, and Mac). 2. Globally recognized symbol (i.e. Apple sign) 3. Loyal customer (“Apple Culture) 4. Retails stores are made to be hands on with customers to experience Apple products. 5. One of a kind Research and Development team 6. Solid presence in the education division Weakness 1. The passing of Steve Jobs 2. Lower market share and higher price compared to other competitors (i.e. Microsoft, Dell). 3. Apple TV has limited selection compare to other TV companies such as Comcast or Direct TV. 4. Apple has not been able to go as deep mixing Facebook...
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...Transforming Lives Communities The Nation …One Student at a Time Disclaimer Academic programmes, requirements, courses, tuition, and fee schedules listed in this catalogue are subject to change at any time at the discretion of the Management and Board of Trustees of the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT). The COSTAATT Catalogue is the authoritative source for information on the College’s policies, programmes and services. Programme information in this catalogue is effective from September 2010. Students who commenced studies at the College prior to this date, are to be guided by programme requirements as stipulated by the relevant department. Updates on the schedule of classes and changes in academic policies, degree requirements, fees, new course offerings, and other information will be issued by the Office of the Registrar. Students are advised to consult with their departmental academic advisors at least once per semester, regarding their course of study. The policies, rules and regulations of the College are informed by the laws of the Republic of Trinidad and Tobago. iii Table of Contents PG 9 PG 9 PG 10 PG 11 PG 11 PG 12 PG 12 PG 13 PG 14 PG 14 PG 14 PG 14 PG 15 PG 17 PG 18 PG 20 PG 20 PG 20 PG 21 PG 22 PG 22 PG 22 PG 23 PG 23 PG 23 PG 23 PG 24 PG 24 PG 24 PG 24 PG 25 PG 25 PG 25 PG 26 PG 26 PG 26 PG 26 PG 26 PG 26 PG 27 PG 27 PG 27 PG 27 PG 27 PG 27 PG 28 PG 28 PG 28 PG 28 PG 28 PG 33 PG 37 Vision Mission President’s...
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...[pic] Foundations of Finance BUSI 506 40 Fall 2013 – 2014 Instructor: Dr. Mela Wyeth Office: Jones Hall – Room 102, Business Department Suite, parking lot side Office Phone: 863-8092 E-mail: mwyeth@csuniv.edu Skype: drmelawyeth Office Hours: Mondays, Tuesdays, Wednesdays 2:00 – 5:00pm; Thursdays and Fridays by appointment only. These office hours may not be convenient for all students. I will be happy to arrange for meetings outside of these hours. Please send me an e-mail or call for an appointment to ensure my undivided attention. Required Textbook/Resources 1. Textbook: FINANCE 2nd edition Cornett, Adair, Nofsinger McGraw-Hill Irwin 2014 ISBN 978-0-07- 803481-7 2. Access card: Connect/LearnSmart (available from CSU bookstore or on-line at www.mhhe.com/canM2e) 3. Financial calculator, recommended HP 12C 4. Skype Account Prerequisites: ACCT 211 (Accounting II) with a C or higher, COINS 209 (or preferably COINS 211) with a C or higher. If you have not met these requirements, please contact the instructor immediately. You will need intermediate proficiency in Excel to do well in this class. Course Description: This course deals with the principles of capital management within corporations. Topics include the time value of money, valuation concepts, capital budgeting, project cash flow analysis, cost of capital and capital structure. Forecasting, planning and control, specifically financial statement analysis, as well...
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...Week Four Make-up. Define, comment upon, and give examples from your eBook Chapter 6 1. APA for agencies: requires agencies to follow certain uniform procedures in making rules. arbitrary and capricious – this is the standard for challenging and agency action, an abuse of discretion or in violation of some other law. It requires the agency to show evidence to support the proposed rule, without the evidence the rule can be called arbitrary and capricious. – this can be set aside ultra vires- beyond it’s power, one that goes beyond the authority given to the agency in its enabling act substantial evidence test – the rule requires that more convincing evidence exists in support of the regulation than against it unconstitutional- pg 199 public comments period. Pg 190 -One of the purposes for publishing proposed rules is to allow the public an opportunity to review and provide input on the proposed rules. The period during which the agency accepts comments on the rule standing equal protection violation of 24th Amendment unlawful poll tax violation of the 14th Amendment discrimination First Amendment. 2. Unauthorized appropriation is a privacy tort – using someone's name, likeness, or voice for commercial advantage without his or her permission. The Midler case specifically used the California law of appropriation to decide the case. In order to sue for palming off, the owners would need to show that the product would create consumer confusion. On...
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...Global Advanced Research Journal of Management and Business Studies Vol. 1(4) pp. 126-133, May, 2012 Available online http://garj.org/garjmbs/index.htm Copyright © 2012 Global Advanced Research Journals Full Length Research Paper Impact of Motivation on the working performance of employees- A case study of Pakistan. Akbar Ali1, Maira Abrar2 , Jahanzaib Haider 1 Bahaudin Zakariya University, Multan, Sub-Campus, Dera Ghazi Khan, Pakistan. Tel: 92-331-7304678, 2 3 Bahaudin Zakariya University, Multan, Sub-Campus, Dera Ghazi Khan, Pakistan. Bahaudin Zakariya University, Multan, Sub-Campus, Dera Ghazi Khan, Pakistan. Tel: 92-331-3312626, Accepted 10 April, 2012 Motives are key to human behavior. It plays an important role in performance and other activities and as such the manager should know what motivation is and how subordinates can are motivated towards performance. This study investigates the role of motivation on employees’ performance as the history of explaining human or animal behavior is not new.” why did one do what one did “had been the subject of working even in the past, some human behavior was explained as an outcome of demos impedance and this explanation was unscientific. Efforts were also made to determine principles which could explain human behavior. McDougall emphasized that man’s social behavior can be explained in terms of instincts which was later on criticized. Freud used “unconscious metal process” to explain behavior especially...
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...Course Study Guide 2011–12 International Business Management BUSI 1493 [pic] Contents 1. Welcome 3 2. Introduction to the Course 4 2.1 Aims 4 2.2 Learning Outcomes 4 2.2.1 Knowledge and understanding of: 4 2.2.2 Intellectual Skills: 4 2.2.3 Subject practical skills: 5 2.2.4 Transferable skills: 5 2.3 Learning and teaching activities 5 3. Contact Details 5 4. Course Content 6 4.1 Session Reading 20 5. Assessment Details 21 5.1 Summary of assessment 21 5.2 Detailed description of assessment 21 6. Other Details 23 1. Welcome Welcome to the exciting world of International Business Management! In this era of globalization, there are very few companies that can say that they are not part of a global network. Every firm has to think of itself as a global company, if for no other reason than because it has to meet competition from global companies. This changes the entire strategy of the firm. In the future, we expect that all of you will be involved in managerial decision making that will take you beyond the realms of your geographical territory. This course on International Business Management will have the focus on helping you make better international decisions. Aside from the opportunities offered by globalisation, there are also many risks in entering into the global market. This course will attempt to address, in a structured format, the ways and possibilities of addressing...
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...Growing Pains by Robert D. Nicoson “I’m challenged and motivated where I am, and I like the company. You know that. But I’ve got to say I’m interested in the opportunity you’re describing because of the money and the equity position. For those reasons alone, it’s tough to pass by. Let me think about it some more and call you in the morning. Thanks, Les.” That was the extent of the conversation Cyrus Maher, CEO of Waterway Industries, overheard when he came around the corner just outside of Lee Carter’s office. She must have been talking with Les Finch, Maher thought. Here’s trouble. Of course, it didn’t necessarily mean any- thing, Maher told himself as he passed the of- fice, waving to Carter. Finch, a well-connected marketing consultant, had been the match- maker between Carter and Waterway Indus- tries to begin with. With the company in the fourth quarter of its best year ever, he certainly wouldn’t be encouraging her to leave. Would he? Maher got a cup of coffee in the company’s first floor kitchenette and deliberately took the long way back to his office, through the design room. As always, the atmosphere was upbeat, but these days he also thought he could detect a sense of purpose that had never before been a part of Waterway’s organization. Founded in 1963 in Lake Placid, New York, Waterway had started out as a small, high- quality canoe maker. Over the years, it had built a good reputation all through the North- east and had acquired a base of customers in the...
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...University of Greenwich ASSIGNMENT SUBMISSION COVER SHEET SUBJECT CODE : BUSI 1150 SUBJECT TITLE : E-Logistics and International Supply Chain Management PROGRAMME : UOG-MBA UOG ID : 000858488 NAME : XING JIE LECTURER’S NAME : Mr. Sugendran LEARNING CENTRE : SEGi COLLEGE KUALA LUMPUR SUBMISSION DATA : 06/05/2015 目录 1.0 Introduction 2 1.1 Supply Chain 2 1.2 Risk 2 1.21 Internal Risk 3 1.22 External Risk 3 1.23 Bullwhip Effect 4 2.0 company 4 3.0 Growth 5 4.0 Supply chain in the business 6 4.1 Operate Scope 7 4.2 Marketing model 8 4.3 Procurement model 8 4.4 Production Mode 9 4.5 Inventory management model 10 4.6 Delivery Mode 10 5.0 company supply chain of risk and uncertainly 11 5.1 Internal 11 5.2 External 12 6.0 overcome the risk 12 6.1 SWOT 12 6.11 Strengths 12 6.12 Weakness 14 6.13 opportunity 14 6.14 threat 15 6.2 solution based 16 7.0 conclusion 16 8.0 Reference 17 1.0 Introduction 1.1 Supply Chain Supply chain is entire network of entities that is the production and distribution process involved raw material suppliers, manufacturers, distributors, retailers and ultimately consumers connect upstream and downstream members of the network structure. Supply chain like a leafy tree, Production business is the roots, is the main bar of the main agents, distributors are branches and trees and Ilex green leaves safflower is the end user. Raw material suppliers...
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...Chaptet t ft.lutian t)t Huranr F.rorr.e r\.hr.rqen)rnr .jird Hil/5 conlercnce sponsored by the Socrety [or Human Resources Management (SHRM) and remember how ar HRIS rnay be what you needl As this chapter and the ones that follow w ll ne lsactvtesandthedemands' ol the human capital ol the orgarrzal on Thrs aLrtomairon he ps develop the capabr t es to es an HR deparlmenl to streaml rlunrale. af HRlS enab placed on rt by automating lhe HR dala and pro.esses necessary for the management prodlce rn[ormation and reports on lhe r€quests contained n the memos in the v gn€tte and lhese reports wri lac lrtate efliclent afd eflective manageria dec s on mak ng WhiLe an HR 5 canfol make the ludgement ca ls in terms ol whom lo recru I or promote, it can cerlarnLy lacrl lale better inputt fg integratiof afd use ol employee data, wh ch wil reduce the admrn strat ve blrrden oI keeping detailed records and should aid and enhance dec srons about stclegic d rections Need for an HRIS in Decision Situations ll you read the above memos again. you w ll recogn ze iha! each one has a request lor HRI\4 nfornraton lhal wil be used n a decston stlaton The inlormatror rcquested n Memo I wil help the egal depa(menl delermne the compafys potertal labr ty vad n a workplace gender disc(m nat on s tLat on Thrs rlomat on rnay help to determrne whether the company shoLr d decide lo rect ly lhe silual on in lerms ol an nforma sett e' mertwth the lemale statf membels orto defend...
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...| | | |Equivalent Modules Master List |Equivalent courses offered at Aalto University, School Of Economics. | | | | | |Courses offered are subject to changes. | | |Updated information on the courses will be sent to successful candidates by Aalto | | |University, School Of Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International...
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...8- August 1, 2011 Hudson Valley BUSINESS JOURNAL ‘Random acts of marketing’ should be ‘history’ Say goodbye to “Random Acts of Marketing” as integration, alignment, visibility and return on investment (ROI) all top the list of requirements for marketing performance improvement through 2011, reports the Chief Marketing Officer (CMO) Council in its latest State of Marketing Report. At risk are agencies and resources failing to bring value-added thinking, innovation, or technical knowledge to the table, notes the CMO Council, a global affinity network of 6,000 chief marketers controlling more than $200 billion in annual spend. Among the priorities, marketers intend to add a one-twopunch of marketing analytics talent coupled with strategic planning and business development experience to better target, segment and then act on growth opportunities. The global marketing leadership group with members in 110 countries surveyed over 600 of its members to gather insights and contributions for its seminal report, The 2011 State Of Marketing: Outlook, Intentions and Investments. The fifth annual State of Marketing Report extracted a broad range of insights and views specific to mandates, spend, intentions and frustrations. Participants were drawn from each major region of the world and were representative of most vertical industry sectors and company sizes. Almost 64 percent of respondents said they reported directly to the CEO, president or COO, while another...
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...www.hbr.org Some companies have built their very businesses on their ability to collect, analyze, and act on data. Every company can learn from what these firms do. Competing on Analytics by Thomas H. Davenport Reprint R0601H Some companies have built their very businesses on their ability to collect, analyze, and act on data. Every company can learn from what these firms do. Competing on Analytics COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Thomas H. Davenport We all know the power of the killer app. Over the years, groundbreaking systems from companies such as American Airlines (electronic reservations), Otis Elevator (predictive maintenance), and American Hospital Supply (online ordering) have dramatically boosted their creators’ revenues and reputations. These heralded—and coveted—applications amassed and applied data in ways that upended customer expectations and optimized operations to unprecedented degrees. They transformed technology from a supporting tool into a strategic weapon. Companies questing for killer apps generally focus all their firepower on the one area that promises to create the greatest competitive advantage. But a new breed of company is upping the stakes. Organizations such as Amazon, Harrah’s, Capital One, and the Boston Red Sox have dominated their fields by deploying industrial-strength analytics across a wide variety of activities. In essence, they are transforming their organizations into armies...
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...Competing on Analytics By Thomas H. Davenport This article originally appeared in Harvard Business Review Article Reprint No. R0601H brought to you by Harvard Business Review articles are brought to you by Zurich HelpPoint as part of the Managing Risk Series. Zurich neither endorses nor rejects the information presented in the article. We do not guarantee the accuracy of this information or any results and further assume no liability in connection with this publication including any information or methods contained herein. Competing on Analytics The Idea in Brief It’s virtually impossible to differentiate yourself from competitors based on products alone. Your rivals sell offerings similar to yours. And thanks to cheap offshore labor, you’re hard-pressed to beat overseas competitors on product cost. How to pull ahead of the pack? Become an analytics competitor: Use sophisticated data-collection technology and analysis to wring every last drop of value from all your business processes. With analytics, you discern not only what your customers want but also how much they’re willing to pay and what keeps them loyal. You look beyond compensation costs to calculate your workforce’s exact contribution to your bottom line. And you don’t just track existing inventories; you also predict and prevent future inventory problems. Analytics competitors seize the lead in their fields. Capital One’s analytics initiative, for example, has spurred at least 20% growth in earnings...
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...Creating a Business Plan Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-6687-1 Creating a Business Plan Pocket Mentor Series The Pocket Mentor Series offers immediate solutions to common challenges managers face on the job every day. Each book in the series is packed with handy tools, self-tests, and real-life examples to help you identify your strengths and weaknesses and hone critical skills. Whether you’re at your desk, in a meeting, or on the road, these portable guides enable you to tackle the daily demands of your work with greater speed, savvy, and effectiveness. Books in the series: Leading Teams Running Meetings Managing Time Managing Projects Coaching People Giving Feedback Leading People Negotiating Outcomes Writing for Business Giving Presentations Understanding Finance Dismissing an Employee Creating a Business Plan Managing Stress Delegating Work Shaping Your Career Persuading People Managing Crises Managing Up Becoming a New Manager Managing Difficult Interactions Hiring an Employee Making Decisions Managing Diversity Executing Innovation Creating a Business Plan Expert Solutions to Everyday Challenges Harvard Business School Publishing Boston, Massachusetts Copyright 2007 Harvard Business School Publishing Corporation All rights reserved No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording...
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