...Political Competency Name Institution Lessons learned about Political Competency from the Documentary, Shameless Propaganda (2013) Political competency is viewed as the capacity to understand what an individual can or cannot control when to take action, which is going against your motive and who you require on your side to push your motive ahead. Political competency relates to having knowledge of how to map the political terrain, get others on your area and lead coalitions. More often than not, political competency is not viewed as a critical core competence that is required by all politicians or leaders within an organization. The documentary “Shameless Propaganda” gives insights of the art of political competence that took place in Canada between 1939 and 1945 (“National Film Board of Canada,” 2014). When you ask fruitful pioneers how they get things going, they'll converse with you about conceptualizing, support, authority, market investigation, and arranging, however they'll infrequently expound on the unending normal micro-legislative issues they participate in. Legislative issues are by all accounts an unthinkable subject in authoritative life-the elephant in the initiative parlor that nobody examines or concedes is there (Golubeva, 2013). Political competence is not fiendishness by result of authoritative life. Being political, in its most appealing light, is being mindful of the hobbies of others, discovering zones of shared view, bringing others on board, and...
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...Developing business in the brewing industry as thousands of tradition, always face of intense competition from existing competitors as well as new entrants. In additional, any manufacturers have difficult in expending production capacities and resources. This report aims to recommend how to continue growing business without compromising on quality in high competitive market and limited production capacities and resources. After four year growth in volume, from 6,000 cases in 2008 to 200,000 cases in 2012, the 961 volume of beer sold increased dozens of times. The various products of 961 beer have presented and its retailers network have expanded to variety channel such as bars, restaurants and local supermarkets, even it opened a beer pub by the company. This pub has been an exciting successful case and also has given hints for next periods. However, the company faced of limited capacity for the production of larger volumes while the team operated in small volume and even a new bottling machine had to be ordered. The company had strategically become one of biggest Lebanese brewing company and had prepared for huge competition from Almaza who is also local company dominated the Lebanese market. In additional, by being acquired by Heineken in 2002, this closet competitor took on hand many advantages in technology, experiences, alternative famous brand from the No. 1 worldwide brewing corporation. While the company has built all things from zero. Its largest early customer group...
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...of transfers from EROW ? 2. Examine the Actual and Budgeted Fixed Costs of Exhibit 2. Show the calculations used to derive actual and budget: a. Standard b. Cost Adjustments (HINT: the cost adjustment hinges on the answer to question 1b) c. Volume Variance 3. As Choquette, what evidence would you present to the Polysar Board of Directors during the upcoming performance review of NASA Rubber Division. Pay particular attention to questions that may be raised concerning the accuracy and meaning of volume variances. 4. In light of the current compensation plan, what sales and production strategy is Henderson (EROW Division) likely to choose? What would Choquette (NASA Division) prefer? 5. Suppose EROW is operating at capacity and would like to purchase additional rubber. If EROW could buy the rubber from an external source (and not have to purchase it from NASA) , what is the most that EROW would be willing to pay (per tonne)? 6. Compare the profitability (per tonne) of EROW and NASA. How should the company schedule production to insure the highest level of profits to the Rubber Group in...
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...individuals who are working and have sustained injuries on or off the job, a key focus of rehabilitation is restoration of work capacity. Rehabilitation programs that are funded by government or private insurers often have an explicit goal of returning the injured party to previous or comparable levels of employment. In such cases, it is important to identify required job tasks and expected performance levels. Such information creates targeted outcomes for the rehabilitation program. The overall rehabilitation process is guided by the job analysis through a process wherein assessed levels of current functional capacity are compared to the required job performance demands (Loisel et al. 2001). Identified gaps between worker capacity and job demands are then addressed through restorative programs and/or job modification. Work transition planning In rehabilitation the job analysis is used to provide information to match the injured worker with tasks that can be safely performed on initial resumption of duties following an absence or time away from regular duties. The job analysis information serves as the foundation for a graduated work resumption process that optimizes productivity and compliments the rehabilitation program and injury recovery. Regular review of the job analysis is used to identify job demands that are suitable to the worker's capacities throughout the recovery process until the worker resumes the pre-injury job or reaches an optimal level of performance in a...
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...MGT 415 WEEK 5 ASSIGNMENT FINAL PAPER A+ Graded Tutorial Available At: http://hwsoloutions.com/?product=mgt-415-week-5-assignment-final-paper Visit Our website: http://hwsoloutions.com/ Product Description PRODUCT DESCRIPTION MGT 415 Week 5 Assignment Final Paper, Organization and Structure in a Business Setting The circulation focus is an indispensable piece of any association. A DC (Distribution Center) works as a cost focus and does not can produce any benefit all alone’s. The building is given an apportioned plan for the year and is in charge of staying inside the parameters of that funding. Numerous distinctive elements can influence a building’s capacity to effectively meet that funding and gainfulness is one of the greatest ones. Gainfulness clearly drives the quantity of containers that are transformed and the more that are prepared, the better that is for the monetary allowance. Wage hours are additionally specifically affected by benefit. In the event that every colleague has high gainfulness, it will take less wage hours to achieve the volumes than the financial backing considers. There can likewise be a drawback of high gainfulness, as well. The quicker a group ventures to every part of the more potential there is for inefficiencies and wounds. These can really nullify any of the monetary profits acknowledged from the higher profit of the group by adding extra wage hours to settle quality issues and added expenses identified with lost work hours. The...
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...It is learnt that the management is in the process of finalizing the VISION of PSPCL and one of the mission identified is to "attain 10,000 MW Power Generation in the state by 2020". Presently, the total installed capacity of share is 4878 MW and PS has signed PPAs with private companies setting up plants at Goindwal Sahib (540MW), Talwandi Sabo(1980 MW), Rajpura (1400 MW)and with NTPC (2640 MW with PSPCL share of 1320 MW). So the total installed capacity in the state by the end of 2014-15 is expected to be 9118 MW. In addition, has signed MOUs with private companies for setting up thermal plants in the state of more than 5000 MW capacity. In addition, presently P has allocation of 1840 MW from central sector plants which is expected to cross 470 MW in the next 5 years. As there is no difference between the powers contracted on long term basis with plants set up outside the state either by central sector or private sector companies and the PPAs signed for procurement of power with private companies setting up plants in the state so mission appears to have been secured well before 2015 without investing even a penny in any project. The question is what will be doing in the next 5 years whereas generation is concerned? In the past, the management of repeatedly argued in favour of setting up plants under state sector and has mentioned it many a times that "setting up of thermal plants in the state sector is in the interest of the state" but surprisingly this commitment...
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...Amsterdam MBA Operations & Supply Chain Management Bayonne Packaging, Inc. HBS brief case 4420 March 5, 2013 Gulcin Askin Michelle Donovan Kivanc Ozuolmez Peter Tempelman 1 The answers in this report relate to the questions given in the document ‘Case 1: Bayonne Packaging, Inc.’ Question 1: Operations Performance of Bayonne Packaging 1A. How would you define the Operations Strategy of Bayonne Packaging? The operations strategy of a company is the prioritization of the five key performance measures: cost, quality, speed, dependability and flexibility. The president of Bayonne Packaging, Inc. indicates that the problems of the company are: they have incurred their first losses since 2001, there are complaints about quality and they are delivering late more often. The other department managers, except for the absent Finishing department manager, also indicate to the new vice president of operations that they have problems in their departments that relate to the performance measures dependability, quality and speed. Based on the priorities given by the key personnel of Bayonne Packaging we have determined the operations strategy of Bayonne Packaging to be as follows (key performance measures in descending order of importance: 1. Dependability 2. Quality 3. Speed 4. Costs 5. Flexibility 1B. How can Bayonne Packaging, Inc.’s Operations & Supply Chain performance be quantified? Per Key Performance Measure we have determined the following ways to...
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...[pic] [pic] Concepts in Product Design : □ Research & Development □ Reverse Engineering □ Computer Aided Design (CAD) □ Manufacturability □ Robust Design □ Modular Design □ Standardization □ Concurrent Engineering □ Product Life Cycle Concepts in Process Design : □ Types of Processes 1. Continuous Process 2. Semi-continuous (Repetitive/Assembly) Process 3. Intermittent Process a. Batch Process b. Job Shop 4. Projects Process Innovations : Various process innovations, which have changed our life-style: □ Worldwide search and free connectivity of individuals through net surfing. □ ATM = Automated Teller Machine = Any Time Money = All Time Banking □ Customer’s token number display-boards on cash-counters. □ Net-banking & Share-trading through net. □ Issue of Insurance policy through net. □ Auctions, Biddings & Purchases through Credit-cards. □ Laptops & Pen-drives to carry & transfer information. □ Issue of any destination ticket from any railway station & window & Issue of reservation tickets through internet from home with availability of reservation & location details of trains & flights. □ Verification of Insurance cover by police during road checking, to confirm the current policy of the vehicle through SMS to IRDA controlled Global server. □ Use of escalators in Malls, to facilitate free movement...
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...true about capacity management in operations? A. When looking at capacity, operations managers need to look at both resource input and product outputs. B. An operations management view also emphasizes the time dimension of capacity. C. Capacity planning itself has different meaning to individuals at different levels within the operations management hierarchy. D. The definition of capacity, in an operations management context, makes a clear distinction between efficient and inefficient use of capacity. A, B, and C are correct statements. D is the correct answer. The definition of capacity, in an operations management context, makes no distinction between efficient and inefficient use of capacity. 2. Capacity utilization rate can be computed as: A. Capacity used - best operating level B. Capacity used x best operating level C. Capacity used / best operating level D. Capacity used + best operating level E. None of the above C is the correct answer. Capacity utilization rate = Capacity used / best operating level 3. Capacity flexibility can be achieved through: A. Flexible plants B. Flexible processes C. Flexible workers D. Strategies that use the capacity of other organizations E. All of the above A, B, C, and D are ways to achieving capacity flexibility. 4. Considerations in adding capacity include: A. Maintaining system balance B. Frequency of capacity additions ...
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...The rapid increase of population is very threatening to the limited carrying capacity of our earth. Our ecological footprint already disastrous will become much more detrimental with the staggering population growth.1 Our ecological footprint is largely comprised of three main elements of consumption: food, wood, and land. However, components such as energy consumption also need to be accounted for.2 Food availability, to a great extent, determines the carrying capacity for every population of species. The growth of industrial agriculture has caused a tremendous increase in food production around the world.3 Be that as it may, these practises consist of mechanization and fertilization both of which are dependent on petroleum. The United States uses 12% of its oil intake on food production alone. As the amount of oil in the world begins to decrease, so will the production of food.4 As Thomas Robert Malthus quotes in his An Essay on the Principle of population, “... the power of population is indefinitely greater than the power in the earth to produce subsistence for man.” 5 Malthus explains that the production of food cannot keep up with the rapidly increasing population.6 Wood consumption includes all the paper, packaging, wood furniture and firewood that we use day after day. 7 This part of the ecological footprint also needs to include the wood products that an individual uses in the systems and organizations that support them. Today, the world’s consumption of ...
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...Submitted to: Dr. Maria Monica Costales University of the Cordilleras, 2nd Trimester SY 2013-14 8 November 2013 Capacity Planning Techniques A. Determining Capacity Requirements In determining capacity requirements, we must address the demands for individual product lines, individual plant capacities, and allocation of production throughout the plant network. Typically this is done according to the following steps: 1. Use forecasting techniques to forecast sales for individual products within each product line. 2. Calculate equipment and labor requirements to meet product line forecasts. 3. Project labor and equipment availabilities over the planning horizon. Often the firm then decides on some capacity cushions that will be maintained between the projected requirements and the actual capacity. A capacity cushion is an amount in excess of the expected demand. Positive Capacity Cushion: If the expected annual demand on a facility is $10 million in products per year and the design capacity is $12 million per year, it has a 20% capacity cushion (2/10). A 20% capacity cushion equates to an 83% utilization rate (100%/120%). Negative Capacity Cushion: when a firm’s design capacity is less than the capacity to meet its demand. If a firm has a demand of $12million in product per year but can only produce $10million per year, it has a negative capacity cushion of 20 %. Problem 1.Amiel’sCompany produces two flavors of salad dressings: Ranch and Ceasars. Each is available...
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...Adolph Coors in the Brewing Industry – Case Study By mid-1970, Adolph Coors Company was extraordinarily successful, posting year-to-year volume gains for the last 23 years and gaining a 16% Return on Sales at its height. However, between 1975 and 1985, performance declined greatly relative to the rest of the brewing industry. In the early 1980’s, Coors faced a key decision, whether to build a second brewery on the east coast. Would an additional brewery improve its position significantly? What else could Coors have done to improve their position? Could Coors have changed their strategy in order to take advantage of the changes in the brewing industry, or were they destined to be the victim of changes in the industry that they could neither control nor remedy? Extraordinary Success into the 1970s Coors was extremely successful prior to 1977. Key to their strategy was a set of unique, co-specialized elements: geographic focus, low-cost production, a differentiated product, and market power over their distribution customers. By managing these aspects well, Coors achieved 21.2% market share in their market, with the lowest relative amount of advertising in the industry. At the same time Coors’ low cost per barrel, at $29, was second only to Heileman Brewery. In spite of their low cost, Coors’ differentiated product allowed them to charge a premium over most of their competitors, giving Coors the highest profit margins in the industry, nearly twice that of their nearest competitor...
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...Case report: Paediatric Orthopaedic Clinic 1- What is capacity utilization at every step in the process? What is the direct resource utilization? Using the data provided in the case, we are able to compile all data necessary to compute the capacity utilization at the clinic. Activity | # of Staff | Available time | Activity time | Number of Patients | Time needed | Utilization10 | | | /Staff | Total | N | F | N | F | N | F | Total | | 1. Front Desk | | | | | | | | | | | | a. Registration | 3 | 180 | 540 | 5 | 5 | 32 | 48 | 160 | 240 | 400 | 74 % | b. Verification | 3 | 255 | 765 | 9 | 4 | 32 | 48 | 288 | 192 | 480 | 63 % | 2. Radiology Department | | | | | | | | | | | | a. X-ray imaging | 6 | 240 | 9603 | 11 | 11 | 32 | 40.8 | 352 | 448.8 | 800.8 | 83 % | b. Development of X-rat | -1 | 240 | 9604 | 7 | 7 | 32 | 40.8 | 224 | 285.6 | 509.6 | 53%8 | c. Diagnostic reading and comments | 3 | 240 | 4805 | 5 | 5 | 32 | 40.8 | 160 | 204 | 364 | 76% | 3. Hand-off X-ray to Clinic | | | | | | | | | | | | a. Collection of X-ray | 3 | 2556 | 7657 | 2 | 2 | 32 | 40.8 | 64 | 81.6 | 145.6 | 19% 9 | b. Filing/exam room prep | 1 | 255 | 255 | 2 | 2 | 32 | 48 | 64 | 96 | 160 | 63% | 4. Examination Room | | | | | | | | | | | | a. Surgeon | 1 | 255 | 255 | 7 | 4 | 32 | 14.4 | 224 | 57.6 | 281.6 | 110% | b. Resident | 1(2)2 | 255 | 255 | - | 7 | - | 33.6 |...
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...Empowerment of Coastal Fishing Communities for Livelihood Security GOB/UNDP/FAO Project: BGD/97/017 Community Empowerment Abu Nashir Khan Fisheries Officer (Marine) Introduction: The report is structured as follows. The background information of “ Empowerment of the Coastal Fishing Communities for Livelihood ” project is first followed by justification of the report. The implementation of the process is described next. It also explores the best practices regarding community empowerment of the ECFC project. Background: The project works with the coastal fishing communities who are exposed to multiple vulnerabilities that determine their current condition of poverty and threaten their future. Though the project started functioning from December 2000 most of the field activities were launched in January 2001 onwards. The project is considered to be an innovative effort at evolving a partnership among GoB agencies, NGOs, fishing communities and the private sector for providing services at the doorsteps of the communities to empower them and encourage the community thus prepared to contribute to regeneration of coastal fisheries resources for their own sustainable livelihoods. The Empowerment of Coastal Fishing Communities For Livelihood Security project aims to enable and facilitate participatory community-based fisheries co-management and sustainable human development in coastal fishing communities of selected Upazilla of Cox’s Bazar District, through awareness...
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...www.hbr.org T OOL K IT Time-Driven Activity- Based Costing by Robert S. Kaplan and Steven R. Anderson • Many companie s abandoned activity-based costing because it did not capt ure the compl exity of their operations, took too long to implem ent, and was too expensive to build and maintai n. Here’s a way ar ou nd th ose problems. R eprint R0411J T OOL K IT Time-Driven Activity- Based Costing by Robert S. Kaplan and Steven R. Anderson harvard business review • november 2004 pa ge 1 C OPYRIGHT © 2004 HAR V A R D BUSINESS SCHO OL PUBLISHING C ORP OR A TION. ALL RIGHTS RESER VED. Many comp anies abandoned acti vit y-based costing because it did not capture th e complexity of their operations, took too long to implement, and wa s too expensive to build and maintain. Here’s a way around th ose problems. In the classroom, activity-based costing looks like a great way to manage a company’s lim- ited resources. But many managers who have tried to implement ABC in their organizations on any significant scale have abandoned the at tempt in the face of rising costs and em- ployee irritation. They should try again, be- c ause the new approach we lay out in the fol- lowing pages sidesteps the difficulties traditionally associated with large-scale ABC implementation by relying on informed man- agerial estimates rather than on employee sur- ve ys. It also provides managers with a far more flexible...
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