...New Delhi - 110061 Amity School of Engg. & Technology, 580, Delhi Palam Vihar Road, Bijwasan, New Delhi - 110061 Bhagwan Parshuram Institute of Technology, P.S.P. 4, Sector - 17, Rohini, Delhi - 110085 Bhagwan Parshuram Institute of Technology, P.S.P. 4, Sector - 17, Rohini, Delhi - 110085 Bhagwan Parshuram Institute of Technology, P.S.P. 4, Sector - 17, Rohini, Delhi - 110085 Bhagwan Parshuram Institute of Technology, P.S.P. 4, Sector - 17, Rohini, Delhi - 110085 Computer Science & Engineering Electronics & Communicatio n Engineering Computer Science & Engineering OBGND SCGND STGND 1 Min Rank - 3036 Max Rank - 3391 Min Rank - 10524 Max Rank - 12078 Min Rank - 20768 Max Rank - 22204 2 Min Rank - 13238 Max Rank - 13238 Min Rank - 17571 Max Rank - 17571 Min Rank - 5902 Max Rank - 7219 Min Rank - 9706 Max Rank - 12654 Min Rank - 12214 Max Rank - 15552 Min Rank - 26066 Max Rank - 32587 Min Rank - 56413 Max Rank - 56413 3 4 Electronics & Communicatio Min Rank - 21772 n Engineering Max Rank - 24428 Information Technology Min Rank - 22469 Max Rank - 24225 Min Rank - 14616 Max Rank - 18252 Min Rank - 13247 Max Rank - 18660 5 6...
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...technology business are often most successful when their products become industrywide platforms. The term “platform,” though, is used in many different contexts and can be difficult to understand. I am currently finishing a book on best-practice ideas in strategy and innovation, and include a chapter on how platform thinking has evolved.1 This column summarizes some of my findings. Most readers have probably heard the term platform used with reference to a foundation or base of common components around which a company might build a series of related products. This kind of in-house “product platform” became a popular topic in the 1990s for researchers exploring the costs and benefits of modular product architectures and component reuse.2 32 communicATio ns o f TH e Acm I was among this group, having studied reusable components and design frameworks in Japanese software factories, reusable objects at Microsoft, and reusable underbody platforms at automobile manufacturers.3 Product versus industry Platforms In the mid- and late 1990s, various researchers and industry observers, including myself, also began discussing technologies such as Microsoft Windows and the personal computer, as well as the browser and the Internet, as “industrywide platforms” for information technology. Most of us saw the PC as competing with an older industry platform—the IBM System 360 family of mainframes. It took a few more years to devise frameworks to help managers use the concept of an industry...
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...V C viewpoints DOI:10.1145/1498765.1498778 Michael Cusumano technology Strategy and management Strategies for difficult (and darwinian) economic times How the axiom of survival of the fittest applies in the context of a global economic downturn. they disappeared. General Motors and other automobile makers that cannot efficiently operate at low production volumes and make money with small, fuel-efficient vehicles with tiny profit margins will face the same fate as vacuum tube producers that could not adapt to transistors. Let me say up front that I do not completely agree with the population ecologist view. I have worked with many companies since the 1980s and believe the actions of managers had an important impact on performance and survival. I also teach in a business school where, we presume, it is worthwhile teaching h a rle S d a rW in h aS had considerable impact not only on the field of biology but also on theories of industry evolution and management. Within sociology departments and business schools, for example, during the 1970s and 1980s there emerged a strain of “population ecologists” that continues to influence much of the research on organizations and industries today. These scholars see a Darwinian process of survival that occurs at the “population” (the industry) level and has little to do with the actions (or inactions) of individual managers and firms. The argument, in simple form, is that most companies are unable to adapt to major change and...
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...n© 2008 International Institute for Sustainable Development (IISD) Moving up the Value Chain: Published by the International Institute for Sustainable Development The International Institute for Sustainable Development contributes to sustainable development by advancing policy recommendations on international trade and investment, economic policy, climate change, measurement and assessment, and natural resources management. Through the Internet, we report on international negotiations and share knowledge gained through collaborative projects with global partners, resulting in more rigorous research, capacity building in developing countries and better dialogue between North and South. Upgrading China’s Manufacturing Sector Pan Yue Party School of the Central Committee of the Communist Party of China Simon J. Evenett University of St. Gallen and Centre for Economic Policy Research IISD’s vision is better living for all— sustainably; its mission is to champion innovation, enabling societies to live sustainably. IISD is registered as a charitable organization in Canada and has 501(c)(3) status in the United States. IISD receives core operating support from the Government of Canada, provided through the Canadian International Development Agency (CIDA), the International Development Research Centre (IDRC) and Environment Canada; and from the Province of Manitoba. The institute receives project funding from numerous governments inside and outside Canada, United Nations...
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...structure of the organization? This paper presents a descriptive model and propositions concerning the potential impacts of office automation on the organization and it stresses the need, when implementing automated office systems, to take a broad perspective of their potential positive and negative effects on the organization. The need for further research examining the potential effects of office automation is emphasized. CR Categories and Subject Descriptors: J. 1 [Administrative Data Processing]--business; K.4.3 [Computers and Society]: Organizational Impacts General Terms: Experimentation, Management, Theory, Human Factors Additional Key Words and Phrases: office automation, automated office systems, impact on organizations, electronic mail Authors' Present Address: Marrgrreth H. Olson and Henry C. Lucas, Jr., Computer Applications and Information Systems Area, Graduate School of Business, 100 Trinity Place, New York, New York 10006. Permission to copy without fee all or part of this material is granted provided that the copies are not made or distributed for direct...
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...COMMUNICATION PLANNING: FROM GOALS TO ACTION, FROM NATION COMMUNICATION PLANNING TO CORPORATE COMMUNICATION PLANNING DECEMBER, 2013 1.0 INTRODUCTION This paper will provide description of the concept of Communication Planning and provide the details of the process of developing a communication plan from identifying the communication goals to the implementation of the strategies under the plan. Communication planning evolves at national level, where there are issues that need to be planned and implemented at this level and also at corporate level. This paper will provide details of communication planning at both levels. However more emphasis will be on communication planning at corporate level showing the steps involved from planning goals to implementation and evaluation. The paper is divided into six parts, the introduction, Conceptual framework, communication planning at national level, communication planning for corporate organizations and the steps in communication planning from goals to action and lastly the conclusion. At the end I will have provided an understanding of the concept of communication planning, provide the details of each of the process of developing a communication plan from goals to action and show the basic components of a communication plan. The description provided will show that communication planning is a vital process in implementation of the national or organizations Communication...
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...licata@genesysinformation.com ____________________________________________________________________ 2 Acknowledgement: The authors would like to acknowledge Paul Richer and Dr Karsten Kärcher (Genesys Information Limited) for their contribution to this paper. Note: An earlier version of this paper was presented at the ENTER2001 conference in Montreal, Canada. The Future eTourism intermediaries Keywords: eTourism, Internet, intermediaries, disintermediation, Computer Reservation Systems, Global Distribution Systems, Digital TV, mobile commerce, Electronic Intermediaries ABSTRACT Hitherto, the travel distribution role has been performed by traditional Outgoing Travel Agents (OTAs), Tour Operators (Tos) and Incoming Travel Agencies (ITAs). They were supported by Computer Reservation Systems (CRSs), Global Distribution Systems (GDSs) or tour operators’ Videotext systems (or Leisure Travel Networks). These traditional electronic intermediaries (or ‘eMediaries’), particularly GDSs, progressively consolidated their position. The Internet created the conditions for the emergence of new eMediaries, based on three ePlatforms, namely the Internet, Interactive Digital Television (IDTV) and mobile devices. New eMediaries include a wide range of organisations including suppliers (eg airlines, hotels etc) selling direct on the Internet by allowing users to access directly their reservation systems; web-based travel agents; Internet portals and vortals, and auction sites. The expected proliferation...
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...DIPMGTOP14 Operational Planning Assignment Part One Submitted By : Tim Avenell (00123920T) Submitted To : Vincent Le Submitted On : ??/03/2015 DIPMGTOP14 Operational Planning Submitted by Tim Avenel Dated: 21/03/2015 Table of Contents CONTENTS Task 1: Developing the plan ..................................................................................................................... 3 Executive Summary: ............................................................................................................................. 3 Chain of Approval ................................................................................................................................. 5 Stage 1. Presentation of report to line manager. ............................................................................. 5 Stage 2 Presentation by the Project Team to the Sustainability Committee ................................... 5 Stage 3: Presentation of the Report to the Executive Management Team ...................................... 5 Stage 4: Presentation of the Report to the Board of Directors ........................................................ 5 Project Initiatives ...................................................................................................................................... 7 Goal: .......................................................................................................................................................
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...Working report on “IPO consent and listing procedure in Bangladesh”, Capital Market, Finance Division, Grameenphone, Ltd. Prepared by: Md. Asad-uz-zaman Id# 0410094 An Internship Report Presented in Partial Fulfilment of the Requirements for the Degree Bachelor of Business Administration (BBA) Independent University, Bangladesh April 30, 2009 1 A WORKING REPORT ON THE CAPITAL MARKET, FINANCE DIVISION OF GRAMEENPHONE 2 Working report on “IPO consent and listing procedure in Bangladesh”, Capital Market, Finance Division, Grameenphone, Ltd. Prepared by: Md. Asad-uz-zaman Id# 0410094 Approved By: Rushdi Md Rezaur Razzaque Lecturer School of Business Independent University, Bangladesh 3 Letter of Transmittal Date: April 30, 2009 Rushdi Md Rezaur Razzaque Lecturer School of Business Independent University, Bangladesh Dear Sir, I have prepared my internship working report on “IPO consent and listing procedure in Bangladesh”, based on working experience of Capital Market division, Finance Department, Grameenphone Ltd, which I am submitting along with this letter. It was an energizing experience throughout the semester and preparing this report further enhanced my insight about how corporate level activities are being done and experience the real life situations which I have learnt throughout my internship (BBA-499A) in Grameenphone Ltd. This report will also reflect my working experience as an intern in Finance Division. As you will note...
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...HG AFTER GATE GUIDE 2015 ENGISTAN.COM From Team Engistan Desk Dear students, As the GATE 2015 is over, now the next step is to apply for M.Tech courses (through GATE 2014/2015 or NON GATE exam 2015 ) and for PSU’s recruiting through GATE score which is quite complicated. To make M.Tech and PSU application process easy for students engistan.com have launched this After Gate Guide 2015 which contain cutoff analysis of IITs, NITs, IIITs, regional colleges etc, written test and interview preparation tips, complete information about PSUs, Preference Order of Institutes & Disciplines, Career options after gate exam at one place. One thing we want to highlight is scoring high in gate exam does not grantee your admission in IIT or a job in PSU, remember the battle is still on. Keep revising basic concepts regularly for interview and written test (for M.tech and PSU both), both got weight age of 30% or more in complete selection procedure. Preference Order of Institutes & Disciplines we have provided are on the basis of previous year cutoffs (2012, 2013 and 2014), Faculty, Infrastructure and Application, Research Collaborations, Placements, Industry Linkages, Quality of Students. So you are free to choose any college or discipline. We gave you a rough guideline for M.tech Admissions and PSU recruitments. And we advice students to read this guide thoroughly. These few pages will serve as a quick reference guide for top institutes (and PSUs) and their selection process. With Best wishes...
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...International American University Department of Business The University Catalog and Student Handbook supplement this syllabus and are available through IAU Online as a digital soft copy. Please make sure that you review the University Catalog and Student Handbook so that you can be successful in this course. 4201 Wilshire Blvd., Suite #610 ♦ Los Angeles, CA 90010, CA, U.S.A. ♦ T: (323) 938-4428 ♦ F: (323) 938-4-4429 ♦ E: www.iau.la MKT 500C Marketing Management Syllabus Instructor Name: Instructor Phone: Instructor Email: Campus / Room: Mode: COURSE DETAILS Christopher Lloyd, MBA (310) 594-1023 clloyd@iau.la Main Campus – B Hybrid Term/Year: Days: Time: Start: End: Fall S2, 2015 Wednesdays 6:00pm - 10:00pm October 26, 2015 December 18, 2015 Christopher Lloyd earned his MBA with a concentration in Information Systems from California State University Long Beach in 2012. Professor Lloyd teaches as an adjunct professor for courses in management, marketing, business, information systems management, and computer information systems for undergraduate and graduate level courses. His responsibilities include teaching and mentoring undergraduate and graduate students, and attending conferences and symposiums addressing strategic management, digital marketing, and search engine optimization. Professor Lloyd's "learning through application" approach earns him high praise from his students. His genuine interest in their career advancement ...
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...1 Lesson: 2 HRM functions Contents: Elements of HRM functions Importance of HRM functions Personnel functions HRM vs. Personnel Functions HRD Instruments HRD Processes HRD Outcomes Appendix: 2 Articles on HRD Learning Objective this Unit By the end of this Unit, you should be able to: Give concise definition for HRM functions. Clearly articulate the difference between HRM and Personnel philosophy and functions. Describe the various instruments/functions of HRM. Know the processes resulting from the instruments and the final outcomes. 1. 2. 3. MS 22B - Eddie Corbin, Lecturer 2 2 Dear students, hope the first lesson gave you a fair idea of what the field of HRM holds for us. Today let us know a little bit more about the same. You all keep hearing about personnel management. You must be wondering what’s the difference between personnel management and HRM and what is HRD?? So in this lesson we are going to tackle the same question. Let us begin by having a systemic view of HRM .Let us understand this with the help of a slide: Stakeholder Interest •Shareholders •Management •Employees •Government •Community •Unions HRM Policy •Employee influence •HR flow •Reward systems •Work systems Situational Factors •Workforce Characteristics •Business strategy •Management philosophy •Labour market •Unions •Task environment •Laws/social values HR Outcomes •Commitment •Competence •Congruence •Costeffectiveness Long-Term Consequences •Individual well-being...
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...SC Response to Terrorism Project MIT Center for Transportation and Logistics “Supply Chain Response to Terrorism: Creating Resilient and Secure Supply Chains” Supply Chain Response to Terrorism Project Interim Report of Progress and Learnings August 8, 2003 This report was pre pared by James B. Rice, Jr. of the MIT Center for Transportation and Logistics (CTL) and Federico Caniato of Politecnico di Milano for the Supply Chain Response to Terrorism Project team with contributions from team members Jonathan Fleck, Deena Disraelly, Don Lowtan, Reshma Lensing and Chris Pickett. This work was conducted under the direction of Professor Yossi Sheffi, CTL Director. Please contact James B. Rice, Jr. of CTL (jrice@mit.edu or 617.258.8584) if you have any questions or if you would like to discuss this report. 08/12/2003 1 SC Response to Terrorism Project Supply Chain Response to Terrorism Project: Interim Report of Progress and Learnings 1 2 Executive summary........................................................................................................... 4 Research introduction and background ............................................................................. 6 2.1 Introduction................................................................................................................ 6 2.2 Background Research ................................................................................................ 6 2.3 Project...
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...Control Charts and Introduction to Six Sigma Session 12: Control Charts and Introduction to Six Sigma concepts Control Charts and Introduction to Six Sigma Control Charts - Topics of Discussion – – – – – Control Chart History Control Limits Individuals and Moving Range Charts X-bar and R Charts Subgrouping Control Charts and Introduction to Six Sigma Typical Process Metrics • • • • • • • • • Cycle times Lead times Productivity Schedule variance Budget variance Employee satisfaction Customer satisfaction Safety incidents System users (# hits) • • • • • • • • • Days sales outstanding Customer service calls Request for quotes Proposal development Attrition/retention Bid win rate Transactional defects Sales orders Revenue dollars What are some metrics associated with your projects? What are some metrics associated with your projects? Control Charts and Introduction to Six Sigma Control Charts – “While every process displays Variation, some processes display controlled variation, while other processes display uncontrolled variation” (Walter Shewhart). – Controlled Variation is characterised by a stable and consistent pattern of variation over time. Associated with Common Causes. – Process A shows controlled variation. X-Bar Chart for Process A X-Bar Chart for Process A UCL=77.20 UCL=77.20 75 X a C a fo P ce B -B r h rt r ro ss 8 0 U L 7 .2 C= 7 7 Sample Mean 7 0 X= 0 8 7 .9 L L 6 .7 C= 4 0 6 0 5 0 Special Causes 0 5 1...
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...Deluxe Ltd, Bath, UK Publisher Jennifer Pegg Manufacturing Manager Helen Mason Production Controller Maeve Healy Printer Rotolito Lombarda S.p.A. Italy Development Editor Tom Rennie Marketing Executive Leo Stanley Cover Design www.mulcaheydesign.co.uk Copyright © 2007 Thomson Learning The Thomson logo is a registered trademark used herein under licence. For more information, contact Thomson Learning High Holborn House 50-51 Bedford Row London WC1R 4LR or visit us on the World Wide Web at: http://www.thomsonlearning.co.uk This edition published 2007 by Thomson Learning. All rights reserved by Thomson Learning 2007. The text of this publication, or any part thereof, may not be reproduced or transmited in any form or by any means, electronic or mechanical, including photocopying, recording, storage in an information retrieval system, or otherwise, without prior permission of the publisher. Every effort has been made to trace all the copyright holders, but if any have been inadvertently overlooked the publisher will be pleased to make the necessary arrangements at the first opportunity. Please contact the publisher directly. While the publisher has taken all reasonable care in the preparation of this book the publisher makes no representation, express or implied, with regard to the accuracy of the information contained in this book and cannot accept any legal responsibility or liability for any errors or omissions from the book or the consequences thereof. Products and services...
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