...College of Economics and Management 85 COLLEGE OF ECONOMICS AND MANAGEMENT Libornio S. Cabanilla, Dean Jose V. Camacho, Jr., Associate Dean Agnes T. Banzon, College Secretary Reynaldo L. Tan, Chair, Dept. of Agribusiness Management Cesar B. Quicoy, Chair, Dept. of Agricultural Economics Amelia L. Bello, Chair, Dept. of Economics The College of Economics and Management (CEM) was formally created in the 996th UP-BOR meeting, February 1987. However, the College traces its roots to the Institute of Agricultural Development and Administration (IADA)which was established in 1975, with three departments – Agricultural Economics (DAE), Economics (DE), and Management (DM), and was elevated to the College of Economics and Management from the merger of IADA with the Agricultural Credit and Cooperative Studies and the Agrarian Reform Institute in 1978. At present, CEM is composed of three departments – the Department of Agricultural Economics, the Department of Economics and the Department of Agribusiness Management. The college sees itself as a center of excellence in undergraduate and graduate instruction, research and extension in economics, agricultural and applied economics, and agribusiness management in Asia. It envisions to be an institution of higher learning that can serve as an active catalyst for economic and social transformation. Its two-fold mission is to produce graduates and future leaders with strong training in economics, agricultural and applied economics, and in agribusiness...
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...ט"ו/אדר/תשע"ה :ניהול המידע בארגון מושגי יסוד, המודל הכלכלי ליאור זלמנסון אוניברסיטת תל אביב The organizational view of information systems A set of interrelated components that collect, process, store and distribute information to support business processes 2 / 21 The technological view of information systems Laudon & Laudon – Management Information Systems 1 3 / 21 ט"ו/אדר/תשע"ה The business process view of information systems The way organizations coordinate and organize work activities to produce a valuable product or service Information System 4 / 21 How does IT support business processes? automation – replacement integration – information flows effectiveness – decision support innovation – “doing things differently, with added value” 5 / 21 The information systems contents hierarchy Data – raw facts Information – data with meaning (“data in place”) – meaning: use and action context, B-process context – implications: aggregation, sorting, linking, contrasting… provision in “decision points” Knowledge – information within contextual structure – contextual structure: inter-related information, added value of the generic structure of experiences, contextual process structure and/or insights – implications: tends to be personal, implicit 6 / 21 2 ט"ו/אדר/תשע"ה The basic services of information systems Transaction Processing (TP): – Key concepts: event capture...
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...Money and Banking - ECON 3381L MONEY AND BANKING ECON 3381 – 91L Fall 2014 Instructor: E-mail: Web page: Office: Office Phone: Office Hours: Lecture Venue: Course Description This course is designed to provide you with a thorough understanding of the importance of money, banking, and financial markets. Money, financial institutions, and financial markets have emerged as instruments of payments for the services of factors of production. As markets expand and develop on a national and international level, the importance of money, banking, and other financial markets expands to accommodate innumerable exchanges. This course will allow you to understand the origins and nature of money, as well as the institutions and markets that enable the exchange of goods and services. Moreover, it will help you develop an appreciation for important concepts in economics, from interest rates and central banking to stocks, bonds, and foreign exchange. Prerequisites ECON 2301 and ECON 2302. Textbook The Economics of Money, Banking & Financial Markets, Frederic S. Mishkin, 10th Edition. Pearson. ISBN-13: 978-0-13-277024-8 (The 9th Edition also works: AddisonWesley. ISBN-13: 978-0-321-59979-7). Material and Rules All the class material is available through Blackboard Learn. Please make sure you thoroughly read the class rules section. Diego Escobari escobarida@utpa.edu http://faculty.utpa.edu/escobarida/ BUSA 218D 956.665.3366 MW 2:30 p.m. - 4:00 p.m. and by appointment This is an online class...
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...California, Santa Cruz Economics 135: Corporate Finance Instructor: Prerequisites: Lecture Times: Location: Section Times: Professor Nirvikar Singh Econ 10A, Econ 100A or 100M, Econ 113 MWF 3:30-4:40 pm Kresge 321 Tu 8:30-9:40AM Th 6:00-7:10PM Th 7:30-8:40PM F 11:00AM-12:10PM Winter Quarter, 2014 Baskin 165 Baskin 165 Baskin 165 Baskin 372 Wentao Su Jeffrey Hancuff Jeffrey Hancuff Wentao Su Office Hours: Location: Email: M 11-12, Th 1-2, or by appointment Engineering 2 Bldg, Room 421 boxjenk@ucsc.edu Teaching Assistants: Jeffrey Hancuff and Wentao Su Office Hours: TBD Locations: TBD Midterm Exam 1: Midterm Exam 2: Final Project Due: Monday, February 3 (in class) Monday, March 17 (in class) Thursday, March 20, 12 noon, delivered to TA mailbox Course Description and Objectives This course is an introduction to the financial management of a business. Topics include techniques for the valuation of future cash flows and of financial assets such as stocks and bonds; rules for managing cash and allocating capital in the short run and long run while taking account of costs, returns and risks; and the role of financial markets in guiding or facilitating these decisions. After taking this class, you will – I hope – be able to better understand and discuss financial news, know about the central financial aspects of running your own business, be able to work in the finance department of a firm, and be prepared for more advanced studies in finance. Required Readings Text: Essentials...
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...ACC 576 Final Exam Guide For more course tutorials visit www.tutorialrank.com ACC 576 Final Exam Study Question 1 (IFTC-0112) Controls in the information technology area are classified into the preventive, detective, and corrective categories. Which of the following is a preventive control? Question 2 (IFTC-0082) An organization relied heavily on e-commerce for its transactions. Evidence of the organization’s security awareness manual would be an example of which of the following types of controls? Question 3 (IFTC-0067) Which of the following types of control plans is particular to a specific process or subsystem, rather than related to the timing of its occurrence? Question 4 (CGIC-0032) Which of the following is true about the Sarbanes-Oxley requirements regarding the audit committee financial expert? Question 5 (CGIC-0026) Which of the following is not a component of COSO’s enterprise risk management framework? Question 6 (CGIC-0010) Which of the following is not required by the Sarbanes-Oxley Act of 2002? Question 7 (CGIC-0025) Which of the following is not an advantage of the employment of an enterprise risk management (ERM) system? Question 8 (CGIC-0008) A financial statement audit performed under the requirements of the Sarbanes-Oxley Act of 2002 must include an examination and report upon Question 9 (CGIC-0024) An important benefit of an enterprise risk management system is Question 10 (CGIC-0023) Which of the following...
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...Dr. Mohammed Alwosabi Econ 140 – Ch. 11 Notes on Ch. 11 PERFECT COMPETITION This chapter examines the basic elements of perfect competition and the competitive firm. It examines how businesses with a given market price make production decisions that help maximizing profit. Characteristics of Perfect Competition 1. Many firms, each is selling an identical product. Each firm’s output is a perfect substitute for the output of the other firms, so the demand for each firm’s output is perfectly elastic. 2. Large number of buyers who are indifferent from whom to buy 3. No barriers (restrictions) to entry or exit; it is relatively easy to get into the business 4. Each firm produces a very small share of the total output so that no individual firm has the market power to influence the market price of the good it produces. A perfectly competitive firm is a price taker; it takes the market price as given. 5. Firms already in the industry have no advantage over new entrants 6. Complete information is available to buyers and sellers are about price, demand, and supply in the market 7. Perfectly competitive firms earn zero economic profit in the long run (only normal profit) 1 Dr. Mohammed Alwosabi Econ 140 – Ch. 11 Market demand curve vs. firm demand curve It is important to distinguish between the market demand curve and the demand curve facing a particular firm. The equilibrium market price is determined by the interaction of market demand and...
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...354 002 Financial Statement Analysis Dec 22 2 pm Scott Aaa - Zzz GYM Fieldhouse 28-31 ACCT 361 001 Management Accounting Dec 11 2 pm Parent Aaa - Zzz GYM main gym 1-11 ACCT 361 002 Management Accounting Dec 11 2 pm Parent Aaa - Zzz GYM main gym 1-11 ACCT 361 003 Management Accounting Dec 11 2 pm Parent Aaa - Zzz GYM main gym 1-11 ACCT 362 001 Cost Accounting Dec 17 2 pm Levy Aaa - Zzz GYM Studio 1 1-3 ACCT 385 001 Principles of Taxation Dec 15 2 pm Goldsman Aaa - Zzz GYM BLEACHERS 1-5 ACCT 385 002 Principles of Taxation Dec 15 2 pm Goldsman Aaa - Zzz GYM BLEACHERS 1-5 ACCT 453 001 Advanced Financial Accountin Dec 14 9 am Scott Aaa - Zzz GYM main gym ACCT 463 001 Management Control Dec 11 2 pm Levy Aaa - Zzz GYM Studio 2 1-7 ACCT 463 002 Management Control Dec 11 2 pm Levy Aaa - Zzz GYM Studio 2 1-7 ACCT 475 001 Principles of Auditing Dec 16 6 pm Cecere Aaa - Zzz GYM Studio 1 1-4 ACCT 486 001 Business Taxation 2 Dec 15 9 am Goldsman Aaa - Zzz GYM main gym 38-41 ACCT 486 002 Business Taxation 2 Dec 15 9 am Goldsman Aaa - Zzz GYM main gym 38-41 ACCT 683 061 Practice of...
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...1/22/2014 ECON 105 – Principles of Macroeconomics Junjie Liu – Econ 105 1 Difference in Living Standards Across Countries A typical family with all their possessions in the U.K., a developed economy GDP per capita: $36,130 Life expectancy: 80 years Adult literacy: 99% Junjie Liu – Econ 105 2 1 1/22/2014 Difference in Living Standards Across Countries A typical family with all their possessions in Mexico, a middle income country GDP per capita: $14,270 Life expectancy: 76 years Adult literacy: 86% Junjie Liu – Econ 105 3 Difference in Living Standards Across Countries A typical family with all their possessions in Mali, a poor country GDP per capita: $1,090 Life expectancy: 52 years Adult literacy: 46% Junjie Liu – Econ 105 4 2 1/22/2014 Economic Growth Across the World Junjie Liu – Econ 105 5 6 3 1/22/2014 ...
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...Econ 100 Ch 1 & 2 Quiz marks = 35 STUDENT #________________________ Do not write name – ONLY Student # Multiple Choice Questions 1. Tammie makes $150 a day as a bank clerk. She takes off two days of work without pay to fly to another city to attend the concert of her favourite music group. The cost of transportation for the trip is $250. The cost of the concert ticket is $50. The opportunity cost of Tammie's trip to the concert is: A) $300. B) $450. C) $500. D) $600. 2. When a provincial government chooses to build more roads, the required resources are no longer available for spending on public education. This dilemma illustrates the concept of: A) marginal analysis. B) full employment. C) full production. D) opportunity cost. 3. When economists describe "a market," they mean: A) a place where stocks and bonds are traded. B) information networks that allow individuals to keep in touch with each other. C) a hypothetical place where the production of goods and services takes place. D) a mechanism which coordinates actions of consumers and producers to establish equilibrium prices and quantities. 4. The study of economics is primarily concerned with: A) keeping private businesses from losing money. B) demonstrating that capitalistic economies are superior to socialistic economies. C) choices which are made in seeking to use scarce resources efficiently. D) determining the most equitable distribution of society's output. 5. Economics may best...
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...MOSHI COMPUTING CENTRE BUSINESS PLAN Disclaimer: This is a MCC business plan, so the company and business information are fictitious. This plan reflects our standard business plan model, and changes in outline and structure can be made as per client specifications. GENERAL COMPANY DESCRIPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 MARKETING PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 C.Market Growth : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 E.Market Demand : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 G.Market Potentials : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 H.Market Opportunities : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...Rev. Integr. Bus. Econ. Res. Vol 4(1) 469 Scope Change, Flexibility and the Management of Projects Daniel Adler University of Technology Sydney, Australia Daniel.adler@student.uts.edu.au ABSTRACT Managing scope on projects is universally recognized as a challenge for business. This paper will argue that the activity theory concept of contradiction is a useful method with which to re-frame debates around the origins of scope change that moves away from an either or approach to based on trade-offs between for example efficiency and flexibility. Scope change will be demonstrated to be a natural part of projects, and that managers who embrace it can benefit from the opportunities that arise. Using one live manufacturing project as a case example, the paper will conclude that both hard and soft paradigm stances in terms of project management can be accommodated under the activity theory banner of contradiction, giving rise to the potential transferability of this classification across all types of projects. Keywords: Project Management; Manufacturing; Cultural Historical Activity Theory (CHAT); SME’s; Scope. 1. Introduction Scope change on projects can be very challenging for managers as it can be an admission that the original plans were inadequate, thus calling into question the expertise of the people who planned the project. Consequently when scope change results in time delays, budget increases, and disagreements about quality, this can often lead...
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...B.U MAKERERE UNIVERSITY Column1 Column2Column3 COLLEGE OF COMPUTING AND INFORMATION SCIENCES EAST AFRICAN SCHOOL OF LIBRARY AND INFORMATION SCIENCE BLIS 2, BRAM 2, DRAM 1 & DLIS 2 STUDENTS PLACEMENTS JUNE 2014 SUPERVSIOR: MS. M. NALUMANSI NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 COURSE PLACE BRAM MUKONO DLG MUKONO DLG BLIS BRAM MUKONO DLG MUKONO DLG BLIS BRAM MUKONO DLG MUKONO MAENDELEO FOUNDATION BLIS UCU- MUKONO LIBRARY BLIS UCU- MUKONO LIBRARY BLIS UCU- MUKONO LIBRARY BLIS BRAM KAYUNGA DLG KAYUNGA DLG BLIS BRAM UCU- MUKONO LIBRARY UCU- MUKONO LIBRARY BLIS UGANDA TEXTBOOKS ACADEMICS &NON- FICTION 14 NATURINDA ROGERS BRAM AUTHORS ASS INTERNATIONAL NEEDS UGANDA - BUIKWE 15 AKAMPA LABAN BLIS 16 LUBOTWA JOSHUA BRAM ST. LWANGA HOSPITAL- BUIKWE 17 KIMULI FRANK BRAM TEMBO STEEL ROLLING MILLS LUGAZI 18 KAWEESA IVAN BRAM SUGAR COOPERATION OF UGANDA 19 MAYENDE CONSTANCE DRAM BUSIA DLG BUSITEMA UNIVERSITY 20 SHEILLA KONG'AI BLIS MUKONO DLG 21 WALUSIMBI LAMEC MUK- CONAS 22 LUKWAGO MICHEAL BLIS MUK- CONAS 23 MWESIGWA DERRICK BLIS MUK- CONAS 24 SSEWAALI NATHAN BLIS MUK- CONAS 25 IKINGYENEYE FLAVIA BLIS MUK- CAES 26 BUKIRWA RACHEAL BLIS NAME BIRUNGI SARAH BUKIRWA MARY KIIZA SANDRA NANDAWULA PATRICIA PULE JUDITH ACHAM SARAH KIRABO EUNICE NAKAYIZA AIDAH NAMUSABI BRENDA AYOBU BEATRICE NAKIGOZI FLORA NAKIRYA AISHA NDAGIRE RUTH 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 BUULE ROGERS BWIRE EMMANUEL KIWANUKA NATHAN MAGOBA ESTHER NAKYEYUNE BEATRICE NAMWIRAY ANNET SEKAMATTE...
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...has been recorded that people with high credit scores that can get ecofriendly cars at low interest rates save a lot more money on gas in the long run. Whatever reason you believe the simple truth is that sales of Eco cars are on the rise. Out of 15 million cars sold in 2012 3.1% of those vehicles were eco friendly as compared to the 2.2% from 2011. Research done by Nielsen shows that just use of Green marketing attracts consumers to their company’s brand. They also found that in a year difference from 2011- 2012 that car companies green marketing plan has caused a 20% growth in purchase consideration from consumers. Study has showed that with this increase in consideration as well as purchase of econ friendly cars has lowered the predicted amount of oil the US uses daily in 2025 from 17 million gallons a day to only 10 million a day. These articles that I used clearly relate into the lessons we learned in class. In the Nielsen article it stated that 76% of people surveyed showed that fuel efficiency and MPG are big factors in deciding which vehicle to purchase. This clearly shows that the culture shift in America to be healthier and ecofriendly for the environment is having an effect on consumers buying decision process. This cultural shift is also having a influence on consumer buying situational by convincing buyers that the saving on gas can help put money in their pockets while...
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...For the exclusive use of A. Vigil, 2015. Harvard Business School 9-191-053 Rev. June 28, 1994 Catawba Industrial Company Marge McPhee, general manager of the compressor manufacturing department of Catawba Industrial Company, quickly spotted the reports that she had been waiting for in the pile of mail that had accumulated during her trip to a West Coast industrial equipment trade show. A sales forecast and a cost tabulation for a proposed new, light-weight compressor provided her with the information she needed to ascertain whether or not to introduce it, what volume to produce, and what price to charge. Catawba Industrial Company, located west of Charlotte, North Carolina, was a major supplier of automatic industrial paint systems (used for painting newly manufactured goods such as agricultural machinery, metal furniture, and appliances) and related industrial equipment. The compressor department manufactured a standard compressor for use in the company’s paint systems and for a wide variety of other purposes as well. Marge McPhee, who had earned a Bachelor of Mechanical Engineering Degree from Georgia Tech., was recently promoted to her present position in recognition of her strong technical and managerial capabilities. The company employed almost 1,200 persons and had more than $200 million in sales. The marketing department’s sales forecast for the new product, see Table 1, looked promising. The numbers seemed to indicate an upper price limit of $7...
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...UNDERGRADUATE REGULATIONS & SYLLABUSES 2014 - 2015 THE FACULTY OF SOCIAL SCIENCES TABLE OF CONTENTS MESSAGE FROM THE DEAN ............................................................. 3 UNDERGRADUATE PROGRAMMES ................................................ 4 ACADEMIC CALENDAR 2014-2015 ................................................ 5 DEFINITIONS ...................................................................................... 13 GENERAL INFORMATION & REGULATIONS .............................. 14 General Regulations for Bachelor of Science Degrees 14 Special Regulations for Degrees in Hospitality and Tourism Management........................................................... 27 Franchise Agreements .......................................................... 27 EVENING UNIVERSITY -GENERAL INFORMATION & REGULATIONS ................................................................................... 28 General Regulations for Bachelor of Science Degrees 28 General Regulations for Diploma Programmes ............ 36 General Regulations for Certificate Programmes ......... 37 STUDENT PRIZES .............................................................................. 38 CODE OF CONDUCT ........................................................................ 39 UNIVERSITY REGULATIONS ON PLAGIARISM .......................... 40 THE ACADEMIC SUPPORT/ DISABILITIES LIAISON UNIT (ASDLU) ..............................................................................................
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