...According to the Missing 2nd Study Shelf Product in 2011 , developed by GS1 Mexico , a total of 2,014,109 measurements corresponds to 4.4% missing product, where the 2.9% comes from somewhere in the supply chain and the 0.3% (6,043 products) was found showcased in another position, a phenomenon that can definitely affect the shopping experience. Due to these and other problems, in recent years, companies have paid special attention to find solutions that allow them to have better visibility into the supply chain of their products, from manufacturing through distribution and even to the point of sale. Of all the solutions available to users, highlights the Radio Frequency Identification Technology ( RFID by its acronym in English) which has existed for over half a century. Its origin dates back to the Second World War, when the British Air Force used it to identify their aircraft. However, in recent years, its potential has been maximized to provide new solutions related to the way in which retailers operate both manufacturers and retailers in sectors as diverse as food, consumer products, textiles, wine , pharmaceutical, automotive, and others. However, technology alone solves difficult problems in any sector, so that it becomes critical to have mechanisms that support the processes in which any component is involved as the information technology, the integration of different systems (both internal and with business partners, etc.). Specifically in the processes of the...
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...Leininger’s Sunrise Enabler model was used to meet the study’s objective. It enabled the participants provide the needed information regarding their lived experiences while being cared for by Nurse Practitioners. It also aided the researchers to discover the various practices that influence African American women’s reception of health care (Wehbe-Alamah, McFarland, Macklin, & Riggs, 2011). Colaizzi’s phenomenological method of analysis was instrumental in interpreting the...
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...* In what ways does leadership at HCL Technologies use new-era concepts such as shared leadership and collaboration to change culture, structure, and processes to support and sustain innovation? Leadership at HCL Technologies has used new-era concepts in numerous ways to support and sustain innovation. Instead of having everything fall on the CEO’s shoulders, Nayar decided to create a section in the “U&I” portal called “My Problems”, which consisted of issues, questions, and concerns that were challenging to him. Many employees reached out to him to with their different ideas and offered suggestions that allowed for him to look at problems differently, and think outside of the box. On many instances, Nayar engaged in a back and forth dialogue with the portals contributors with questions like, What is the fundamental nature of the problem and how does it really affect us? (Nayar, 2010). By having these discussions with the contributors, it began to shift the responsibility of actions from the CEO to the employees. Another concept that was implemented, were employee communities called “Employee First Councils”. This idea was based upon trying to figure out things such as: What are the employees about and who are they? What are their ethics and what are they passionate about? Nayar felt as though if he was able to engage people around their passions and comfort areas, they’d be more inclined to take responsibility, and they’d be more passionate about their jobs. By implementing...
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... 3-Good | 4–Very Good | 5-Excellent | Grade | 1 | Process Enablers | Completely misunderstands the enabler and does not apply any theory appropriately. | Describes the enabler but does not properly grasp it. Does not justify the score or relate to the case whatsoever. | Describes what the enabler is without providing a strong discussion on how they scored the enabler. Limited evidence. | Explains the enabler and all requisite questions with acceptable evidence. | Clearly explains the enabler, the company’s performance, and the score with excellent case references. | | | Design | | | | | | | | Performers | | | | | | | | Owner | | | | | | | | Infrastructure | | | | | | | | Metrics | | | | | | | 2 | Enterprise Enablers | As Above | As Above | As Above | As Above | | | | Leadership | | | | | | | | Culture | | | | | | | | Expertise | | | | | | | | Governance | | | | | | | 3 | Enablers which are lacking | Does not identify any weak enablers or make suggestions for improvements. Completely missed question. | Does not properly identify the weak enablers or provide relevant discussion on changes to implement. | Identifies some weak enablers but is not strong on explanation. Change suggestions are superficial. | Identifies weak enablers with reasonable justification and explanation. Change suggestions are good. | Identifies weak enablers with excellent explanation and justifications. Recommends strong...
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...Windows Enabler Overview: Windows Enabler is a program that runs on Microsoft Windows 95/98/Me/NT4.0/2000. It allows the user to enable disabled windows and controls such as buttons and tick boxes and choose menu options that would normally be disabled. This is obviously a very dangerous practice if used recklessly but having said that, you’d be surprised at how often it comes in handy. Windows Enabler has a very simple user interface; it appears as an icon in the system tray and can be turned on and off simply by clicking on it. Windows enabler may be freely distributed as long as the entire package (or a superset) is distributed unaltered. Installing: Windows Enabler is a very simple utility and does not ship with an install program. The installation process is simple; just copy the two files (“Windows Enabler.exe” and “EnablerDLL.dll”) somewhere on your system and run “Windows Enabler.exe” to run the program. I normally place a shortcut to “Windows Enabler.exe” in my “Startup” program group so Windows Enabler is always available! Windows enabler does not make any registry entries or use any data files so uninstalling is accomplished by simply deleting its files (“Windows Enabler.exe” and “EnablerDLL.dll”). Using Windows Enabler: To run Windows Enabler execute the file “Windows Enabler.exe”; the simplest way to do this is to place a shortcut to it somewhere on your system such as the desktop, the start menu or the “Startup” program group. When Windows Enabler is running...
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...Windows Enabler Overview: Windows Enabler is a program that runs on Microsoft Windows 95/98/Me/NT4.0/2000. It allows the user to enable disabled windows and controls such as buttons and tick boxes and choose menu options that would normally be disabled. This is obviously a very dangerous practice if used recklessly but having said that, you’d be surprised at how often it comes in handy. Windows Enabler has a very simple user interface; it appears as an icon in the system tray and can be turned on and off simply by clicking on it. Windows enabler may be freely distributed as long as the entire package (or a superset) is distributed unaltered. Installing: Windows Enabler is a very simple utility and does not ship with an install program. The installation process is simple; just copy the two files (“Windows Enabler.exe” and “EnablerDLL.dll”) somewhere on your system and run “Windows Enabler.exe” to run the program. I normally place a shortcut to “Windows Enabler.exe” in my “Startup” program group so Windows Enabler is always available! Windows enabler does not make any registry entries or use any data files so uninstalling is accomplished by simply deleting its files (“Windows Enabler.exe” and “EnablerDLL.dll”). Using Windows Enabler: To run Windows Enabler execute the file “Windows Enabler.exe”; the simplest way to do this is to place a shortcut to it somewhere on your system such as the desktop, the start menu or the “Startup” program group. When Windows Enabler is running...
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...organization) related to (an innovation) are allocated in an appropriate way (i.e., fairly, wisely, in a timely manner)? Extremely Appropriate - in need of no changesSomewhat Appropriate - in need of only a few minor changesAverage - not bad, but could use some changesNot Appropriate - in need of many changesExtremely Not Appropriate - in need of a complete overhaulDon't know / Not Sure | 3. Do you think the financial resources of (your organization) and the way those resources are allocated act as a barrier or an enabler to the use of (an innovation)? (A barrier makes an innovation harder to implement, an enabler makes an innovation easier to implement) Do you think the financial resources of (your organization) and the way those resources are allocated act as a barrier or an enabler to the use of (an innovation)? (A barrier makes an innovation harder to implement, an enabler makes an innovation easier to implement) 1 - Major Barrier2 -3 -4 - Neutral5 -6 -7 - Major Enabler | 4. Overall, how would you rate the importance of financial resources (money) to the successful use of an innovation? Overall, how would you rate the importance of financial resources (money) to the...
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...preparing IS strategic plan or adapting of any IS governance / management framework/ ISO standards like CoBIT5, ITIL 3, ISO 27000/ 20000. But such approach is NOT often enough for value addition where there is almost non-existance of IS governance or related operating model. That is why, KPMG rightly stated “Many organizations either do not possess any form of IS Governance or it is out of alignment with business goals and strategies.” – IT Advisory article titled IS Governance Services, KPMG 2004. I have similar personal realization while I fortunately worked in 6 different organizations as CIO, VP, Director and Manager of IT in Telecommunication, IT Enabled services and Humanitarian industries. I observed that there are 3 types of enablers (factors that, individually and collectively, influence whether something will work – Cobit5: A Business Framework for the Governance and Management of Enterprise IT, 2012) in IS operation. Either one of them - People or/and IS Process or/and IS Platform are not properly aligned or synced with each other because of non-existence or mal-formed IS Operating Model. Operating Model means an abstract representation of how an organization operates across process, organization and technology domains in...
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...Questions: Read the case: “Siemens Rolm Communications, Inc.: Integrated Logistics Core Process Redesign (ILCPR)” Stoddard, Donna B and Jarvenpaa, Sirkka. HBSP Product Number 195214-PDF-ENG. Evaluate Siemens ROLM using Hammer’s PEMM framework. 1. Write one paragraph for each detailed enabler (13 enterprise enablers and 13 process enablers). State whether the case provides information on it. If so, how do you evaluate Siemens ROLM’s maturity for that enabler. Provide case evidence for your evaluation. Also, state if the case provides no information to evaluate an enabler. 2. In your opinion, what are the top 3 to 5 enablers where PWC is lacking? Write one paragraph for each of these enablers. State why you believe these are among the most important ones. Also state what changes you recommend that PWC make for each of these enablers. Answers: I. Question #1 A. Process Enablers Process enablers determine how mature a process is and also its ability to deliver high performance over time. They consist of 5 main process enablers, which divide into 13 more specific enablers. Design-The design must be well specified. It will include three specific areas of measurability: purpose, context, and documentation. The design must also have the correct match between the organization’s information management systems and the process’ needs. -Purpose: The process must be redesigned from end to end to optimize performance. On the road to performance optimization companies are...
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...The self-administered survey sent to 15 interdisciplinary clinicians, included physicians, nurses, physiotherapists, and psychologists at CSSSs. Eleven clinicians responded to the survey with response rate of 73%. The clinicians included 3 physicians, 4 physiotherapists, 3 nurses, and one psychologist. The average age of participants was 44 years (SD ± 12.3); 45% of the participants were females, and the average number of years in practice was 17.7 years (SD ± 10.2). Key barriers and enablers in the self-administered survey The raw data of the self-management survey is presented in Table 1. The survey identified 21 enablers mapped to 13 TDF domains, and 4 barriers that were mapped to 3 TDF domains. The enabler TDF domains were knowledge, social/professional...
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...ernet.in Session Coverage • Explosion of CRM in Marketing and IT • Enablers for the Growth of CRM • Criticality of Customer Relationships • Why Businesses Should Adopt CRM? • Implementing CRM G. Shainesh. IIM Bangalore 2 Explosion of CRM in Marketing & IT • Academics as well as practitioners • Conferences • Journals – Special Issues • Associations & Forums • Centers for CRM • IT Solutions – Siebel, E.piphany, Oracle, SAP, Sage CRM, Microsoft Dynamics, SugarCRM, Salesforce G. Shainesh. IIM Bangalore 3 Enablers for the Growth of CRM • Emergence of service economy, • Emergence of market economy, • Global orientation of businesses, and • Aging population of the economically advanced economies G. Shainesh. IIM Bangalore 4 Enablers for the Growth of CRM ---1 • Emergence of service economy – 60-80% of GDP of developed nations – ~56% in India – greater customer orientation in services due to simultaneity / inseparability – Services early adopters of CRM • hotels, airlines, banking, financial services, telecom and retailing. G. Shainesh. IIM Bangalore 5 Enablers for the Growth of CRM----2 • Emergence of market economy – Deregulation of industries across the world in the 90s • banking, telecommunications, broadcasting and airlines – Market oriented economy necessitated customer focus and boosted the importance of CRM. G. Shainesh. IIM Bangalore 6 Enablers for the Growth of CRM ---3 • Global orientation of businesses – National...
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...HRM587 Final Exam Study Guide YOU MAY WANT TO PRINT THIS GUIDE. 1. The Final Exam is "open book, open notes." The maximum time you can spend in the exam is 3 hours, 30 minutes. If you have not clicked the Submit For Grade button by then, you will be automatically exited from the exam. In the Final Exam environment, the Windows clipboard is disabled, so you will not be able to copy exam questions or answers to or from other applications. 2. You should click the “Save Answers” button in the exam frequently. This helps prevent connection timeouts that might occur with certain Internet Service Providers, and also minimizes lost answers in the event of connection problems. If your Internet connection does break, when you reconnect, you will normally be able to get back into your Final Exam without any trouble. Remember, though, that the exam timer continues to run while students are disconnected, so students should try to re-login as quickly as possible. The Help Desk cannot grant any student additional time on the exam. 3. See Syllabus "Due Dates for Assignments & Exams" for due date information. 4. Reminders * You will only be able to enter your online Final Exam one time. * Click the "Save Answers" button often. * If you lose your Internet connection during your Final Exam, logon again and try to access your Final Exam. If you are unable to enter the Final Exam, first contact the Help Desk and then your instructor. * You will always be able to see the...
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... Malaysia Trade Centre (2006) Terengganu International Airport Terminal (2007) Kuala Lumpur International Airport (1998) SILK Kajang Interchange Sayong Bridge CIQ Complex, Johor (2007) Submarine Bay, Sepangar Bay, Kota Kinablu, Sabah We have progressed What do we want? Maximise value of investment Reference Model Competitive Tourism Highly respected SUSTAINABILITY Quality Environmental friendly Energy Efficiency Safety Issues, enablers and recommendations Issues 1. Clarity of outcomes 2. Strategic and integrated planning 3. Innovative Procurement 4. Life Cycle Costing Enablers 1. Human capital development 2. Construction technology 3. ICT Strategic map for improved project delivery in Malaysia Plans ONE MALAYSIA PEOPLE FIRST PERFORMANCE NOW Competitive Reference Model Sustainable Highly respected Safety Quality Tourism Clarity of outcome Strategic and integrated planning Innovative procurement Life Cycle Costing Enablers Human Capital Construction Technology ICT Cost and Impact vs time Impact/Cost Can make fundamental changes Effort not cost effective Less opportunity Consumes valuable time Influence Curve More work needed Little effort Limited to contract matters Effort Curve Not going to change anything Time Implementation Phase Outcome definition PLAN DESIGN TENDER CONTRACT CLOSING 1. Clarity of Outcomes Issues 1 2 3 4 Outcomes versus Output Project...
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...Benchmarking Training Article Benchmarking for competitive advantage Introduction There has been a progressive increase in the topic of benchmarking – but for all that there is still a great deal of ignorance about what it actually is. It has taken its place as a management buzzword along with BPR, TQM, Change, EVA and many others – but its true nature is poorly understood. Some see it as stealing (or ‘borrowing’) ideas; others as a mechanism for comparison with a competitor; whilst others view it as a form of industrial espionage. In fact it is all of these and none of these at the same time, but instead involves understanding strategic gaps; cooperation; hard work; a willingness to question and where necessary to change fundamental precepts (sacred cows) and also - giving. This paper will address several issues including: what benchmarking is; when it should be used; and the benefits from using it; how to approach a benchmarking initiative; and how to optimise a benchmarking project. What is benchmarking? The term benchmark comes from surveying where it was used to denote a notch or mark representing a given altitude and against which other heights could be calibrated or ‘benchmarked’, since when it has come to mean any standard against which something is compared; and some of the leading exponents in business include Xerox and GE. In business terms there are numerous definitions of benchmarking, but essentially it involves learning, sharing information and adopting...
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...Mining the Data Warehouse Summary In “Mining the Data Warehouse”, It speaks of a survey done by Merrill Lynch back in 2006. It tells us that “business intelligence software and data-mining tools were at the top of CIOs’ technology spending list” (Baltzan, Hag, Phillips 87). It gives a few examples of how companies are using the software and tools to gain very valuable information. When Ben & Jerry’s is mentioned, people know the brand and immediately think of ice cream. “Ben & Jerry’s cuts through the din by using integrated query, reporting, and online analytical processing technology from BI software vendor Business Objectives” (Baltzan, Hag, Phillips 87). They use the technology to track each pint’s ingredients throughout its life. If there is a complaint made by a customer, they will track it back through ingredients, suppliers, or whatever caused the issue. They are extremely focused on quality of their products. “The BI tools let Ben & Jerry’s officials access, analyze, and act on customer information collected by the sales, finance, purchasing, and quality-assurance departments” (Baltzan, Hag, Phillis 87). They have gotten it down to a science. They can tell you what milk a customer prefers for the ice cream. In 2005, they tracked over 12,500 customer’s information and comments. The California Pizza Kitchen has 130 casual dining full-service restaurants throughout the many states and other countries. They are known for their premium pizza. People...
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