...COURSE SYLLABUS – Spring 2011 - DS 3520 OPERATIONS MANAGEMENT Course Number and Title: Operations Management - DS 3520 (3 semester hours) Prerequisite: Junior or Senior standing and must have passed ECON 3610 (Statistics). This applies to all students regardless of their major in the University. Course Description (from current catalog): Management of the processes, resources, and technologies in the production of goods and services. This course will cover topics concerning the design, operation, and improvement of production systems. These are topics such as operations strategy, capacity planning, design and analysis of processes, quality management management systems, supply chain management, production planning and inventory management. It will also address important business issues and contexts such as sustainability, strategic partnerships and alliances, global competitiveness, quality and productivity, and lean production philosophy. Learning Objectives and Expected Learning Outcomes: The learning objectives and expected learning outcomes are: 1) To introduce the fundamental concepts of Operations Management; to provide factual knowledge, terminology, methods, and theories of the field required for the management of the transformation process by which inputs are converted into useful goods and services in a production system. Students will demonstrate the understanding of the key terminology and concepts of operations management...
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...Subject Outline Subject Name: Sustainable Enterprise Subject Code: LB5203:03 Study Period: SP22, 2014 Study Mode: Internal / External / Block Campus: Brisbane This subject outline has been prepared by [insert your name] for the School of Business, Faculty of Law, Business and the Creative Arts, James Cook University. Updated 21 July 2014. Q1. This subject is offered across more than one campus and/or mode and/or teaching period within the one calendar year. | Yes | No | Q2. If yes [Q1], the design of all offerings of this subject ensure the same learning outcomes and assessment types and weightings. | Yes | No | Q3. If no [Q2], _________________________ has authorised any variations, in terms of equivalence. | © Copyright 2013 This publication is copyright. Apart from any fair dealing for the purpose of private study, research, criticism, or review as permitted under the Copyright Act, no part may be reproduced by any process or placed in computer memory without written permission. Contents Section 1. Subject at a Glance 4 1.1 Staff contact details 4 1.2 Student participation requirements 4 1.3 Key dates 4 Section 2. Subject Details 5 2.1 Subject description 5 2.2 Subject and course learning outcomes 5 2.3 Learning and teaching in this subject 6 2.4 Student feedback on subject 6 2.5 Subject resources and special requirements 6 Section 3. Assessment Details 7 3.1 Requirements for completion of subject 7 3.2...
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... | | COURSE DESCRIPTION Analyzes the critical factors in making pricing decisions and presents a process for cost and pricing analysis. Reviews the concept of value creation and examines a variety of pricing policies and techniques that can be incorporated into a marketing strategy to achieve stated objectives. Examines pricing strategy over the life cycle of products. INSTRUCTIONAL MATERIALS Required Resources Nagle, T. T., Hogan, J., & Zale, J. (2011). The strategy and tactics of pricing: a guide to growing more profitably (5th ed.). Upper Saddle River, NJ: Prentice Hall/ Pearson. Supplemental Resources Berry, L. L., & Yadav, M. S. (1996). Capture and communicate value in the pricing of services. Sloan Management Review, 37(4), 41-51. Marn, M. V., Roegner, E. V., & Zawada, C. C. (2003). Pricing new products. The McKinsey Quarterly, (3), 40-49. Nagle, T. T., & Cressman, G. E., Jr. (2002). Don’t just set prices, manage them. Marketing Management, 11(6), 29-33 Simon, H., & Dolan, R. J. (1998). Price customization. Marketing Management, 7(3), 11-17. Smith, G. (1995). Managerial pricing orientation: The process of making pricing decisions. Pricing Strategy & Practice, 3(3), 28-39. COURSE LEARNING OUTCOMES 1. Analyze the key elements of strategic pricing and the role of pricing decisions in marketing strategy. ...
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...ACCA Paper P1 0.b e Governance, Risk & Ethics o bo k 0 s2 0 s log p o t.c o m Class Notes June 2011 ebooks2000.blogspot.com eb o s ok 2 0 00 .b s log p o t.c o m © The Accountancy College Ltd, January 2011 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of The Accountancy College Ltd. ebooks2000.blogspot.com 2 www.studyinteractive.org Contents PAGE INTRODUCTION TO THE PAPER CHAPTER 1: CHAPTER 2: CHAPTER 3: CHAPTER 4: CHAPTER 5: CHAPTER 6: CHAPTER 7: CHAPTER 8: CHAPTER 9: CORPORATE GOVERNANCE – AN INTRODUCTION CORPORATE GOVERNANCE – MORE DETAILED AREAS AGENCY THEORY AND TRANSACTION COST THEORY GOVERNANCE IN DIFFERENT COUNTRIES AND ORGANISATIONS RISK MANAGEMENT INTERNAL CONTROL SYSTEMS STAKEHOLDER THEORY AND CSR BUSINESS ETHICS THE PROFESSIONAL ACCOUNTANT 5 7 21 29 35 49 61 69 e o bo k 0 s2 0 .bl 0 o p gs o t.c o m 81 93 www.studyinteractive.org ebooks2000.blogspot.com 3 eb o s ok 2 0 00 .b s log p o t.c o m 4 ebooks2000.blogspot.com www.studyinteractive.org Introduction to the paper eb o s ok 2 0 00 .b s log p o t.c o m www.studyinteractive.org ebooks2000.blogspot.com 5 IN T R O D U C T I O N T O...
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...|School/Portfolio: |The Business School | | | | |Course Code/ID: |BUMKT 5922 | | | | |Course Title: |Competitive Analysis | | | | |Teaching Location: |Insert teaching location | | | | |Program(s): |Master of Business Administration | | | | |Author: |Campbell Jeffery ...
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...Organizational Dynamics, Vol. 28, No. 4, pp. 52-66, 2000 © 2000 Elsevier Science, Inc. ISSN 0090-2616/00/$--see frontmatter PII 50090-2616(00)00005-X When Ethics Collide: Managing Conflicts Across Cultures PAUL F. BUllER JOHN J. KOHLS KENNETH S. ANDERSON Nike-one of the fastest-growing companies in the world-has been stymied recently due in part to consumer reaction to conflicts involving management practices in its suppliers' factories in the Far East. Among the accusations-poor working conditions, low wages, enforced over time, and harsh, sometimes brutal, discipline and corporal punishment. Levi Strauss & Co. was recently confronted with the challenge of how to deal with contractors in Bangladesh that employed young children, a legal practice in Bangladesh, but one contrary to Levi's company policy. The fact that these chil dren were often a sole or significant source of their family income further complicated the mat ter. Tony Anderson, Chairman and CEO of H. B. Fuller Company, was faced with a decision re garding the company's responsibility for illegiti mate use of one of its products. Resistol, a tolu ene-based glue, has become an addictive drug of choice for many Central American street chil dren. These "Resistoleros" inhale the glue and often experience violent reactions and serious health problems, including kidney failure and brain damage. ness practices. Ethical conflicts may involve a variety of issues: • bribery and extortion, as in the highly publicized...
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...whenever you have a question on any aspect of the class. You may contact me at any time throughout the semester. I am available basically when you need to meet. Sending an email may be the quickest way to reach me. Course Description This course will focus on the strategy and tactics needed for success in the international business environment. Strategic analysis will include the study of the economic, social, political, technological, and environmental settings of international business via text readings and case studies. Tactics will include completing a country-focused Political-Economic-Social-Technological (PEST) analysis and a company-focused Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis. These skills will then be applied to a simulation in which teams develop strategies for selecting countries for market expansion and development. Required Texts 1. Global Business Today (6th Edition), Charles W. Hill (McGraw Hill, 2009) ISBN: 007338139x. 2. FOUR (4) Case studies ARE REQUIRED and available to download from Harvard Business School Press, Ref. Number: http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=cp&c=c22021. You will need to register first and use a credit card to download the cases. It is not permissible to photocopy another student’s cases: this is infringement of copyright and it is illegal. Highly Recommended: • There are also three (3) additional OPTIONAL readings available at the same Harvard Business School site. These...
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...(Also applicable to 2nd Year Students of 2010-12 Batch MBA Program) COMPULSORY COURSES MBA-II Semester-IV Sub Name: - Comprehensive Project Report – Industry Defined Problem (CP-IDP) Sub Code: - 2830004 In addition to Major Specializations, there will be over sixty Sectorial / Industry Areas for Practical studies in which theoretical papers / books are not to be taught in regular classroom sessions, but the teachers and students are free to use any available books, publications and online material to understand and guide the students for various sectors. Ideally, a teacher should study and specialize in at least TWO Sectors, so four teachers can guide 60 students in a class. (Reference: Appendix 1: List of Sectorial Areas for Comprehensive Project study given in Sem III Syllabus). This report is similar to the Grand Project, which was the part of earlier syllabus. The Comprehensive Project Report is based on the research methodology and students have to prepare the research report by using appropriate scientific statistical research tools for preparation of the CP in consultation with the faculty guide. (Please also refer the Guidelines for CP in MBA Semester III, as the same Project Title continues in Semester IV). A student has to opt for any ONE of the Sectorial Areas and study it thoroughly. The students may undertake the CP based on the selection of an Industry Defined Problem (IDP), if possible for conducting his/her Project. The work of the CP report is divided in Semester...
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...MBA UK Course Handbook the Strathclyde 2014/15 The Strathclyde MBA 1 The University of Strathclyde's mission dates from our founder, Professor John Anderson, leaving instructions in his will for 'a place of useful learning' to be established in the city. By this he meant an institution open to everyone, regardless of gender, status or income. “ The Place of Useful Learning John Anderson 1796 ” We continue to be committed to 'useful learning' through our provision of relevant, high quality, educational opportunities, the global application of our research and our focus on knowledge exchange, all of which aim to benefit the wider economy and society. Our commitment to 'useful learning' is about: • • Offering a wide range of education opportunities in a flexible, innovative learning environment. Developing students who have the aptitudes and capacities to make significant contributions to their communities after graduation as employees, employers and citizens. Connecting research through knowledge exchange to make an impact on modern society. • 2 Contents Welcome ................................................................................................................. 5 The University of Strathclyde .................................................................................. 6 Strathclyde Business School ................................................................................... 6 About the Handbook and MyPlace ........
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...Email: maltamirano@monroecollege.edu Phone: (914)563-1764 | Course Information: Online Course | Course Description Managers in the twenty-first century are challenged to operate in an increasingly complex, interdependent, and dynamic global environment. In this course, students are introduced to these challenges as they explore the tools and processes needed to accurately assess the political, legal, technological, competitive, and cultural factors that affect a firm’s strategies and operations within international and cross-cultural contexts. Integrative case studies are used to familiarize students with the challenging strategic decisions that global companies face as they work to ensure sustainable competitive advantage. Emphasis is placed on how the variable of culture interacts wth other national and international factors that affect managerial procesess and behaviors. This course also focuses on effective strategic, organizational, and interpersonal management as students learn how to develop the skills necessary to design and implement global strategies, conduct effective cross-national interactions, and manage daily operations in foreign subsidiaries. The growing competitive influence of technology is also discussed throughout the course. Prerequisites KG 592 Foundations of Business Management and Marketing Learning Objectives Students who successfully complete this course should be able to: 1. Use Porter's Five Forces Model to analyze...
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...things threaten our world: war, climate change, and poverty are among them. While many people are concerned with our economy, our oil dependency, and dwindling food and water supplies, others acknowledge the simple reason as to why we are faced with these issues – the Earth is overpopulated. Exponential growth has been seen in our world population over the past two centuries, with a grand total of 7 billion (6.97 as of my last essay) people roaming the Earth today (Tomkin, 2011). Mankind has ventured a long way to reach the position we are in currently, and in this essay I will explain how we got here and where we might be headed, citing examples of previous efforts to combat overpopulation. I then will suggest my own solution to the problem, and then give detailed analysis as to why my method should be implemented. Over the course of mankind’s time on this planet, the population has changed rather drastically. Since long before the birth of Christ, thousands of years ago, the Earth had held a stable number of approximately one million people (Zhang, et al, 2011). The stability was vastly due to the scavenger lifestyle of early humans, a world where only the strong survived. Throughout the Middle Ages population increased to an estimated 250-500 million people, yet took hard hits due to disease and plague (Rosling, 2010). The flux in population was due to the invention of agriculture, which at this time was the sole reason that Earth’s carrying capacity had increased...
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...COURSE AND SUBJECT GUIDE POSTGRADUATE MANAGEMENT PROGRAMS 2010 The information contained in this Course and Subject Guide: • • is current only at the date it is published and Melbourne Business School is under no obligation to update the information or correct any inaccuracy which may become apparent at a later date; and is not intended to provide or make recommendation on which you should rely. Melbourne Business School reserves the right to change course content, lecturers, course time, examination procedures and other course details. To the extent permitted by law, Melbourne Business School specifically excludes any liability for any error or inaccuracy in, or omissions from, the information in this Guide and any loss or damage which you or any person may suffer. Last updated: 12 March 2010 1 2 MELBOURNE BUSINESS SCHOOL 2010 ACADEMIC CALENDAR ___________________________________________________________________ TERM 1 Thursday Monday Tuesday 14 January 18 January 26 January Orientation Evening – Weekend Mode and Standard Part Time World of Management Weekend Mode and Part Time (until Friday 22 January) Australia Day Academic School Holiday Carlton Campus on Sunday operations Monday Thursday Friday Monday Thursday Friday Friday Thursday Friday Sunday 9 February 18 February 26 February 8 March 18 March 19 March 2 April 15 April 16 April 25 April Commencement Term 1 Teaching (standard 12-week format subjects) Weekend Mode – Module 1a (until...
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...BSc (Hons) in Applied Accounting and Research and Analysis Project INFORMATION PACK 2012 - 2013 CONTENTS 1) 2) 3) About Oxford Brookes University ....................................................................... 1 Eligibility ............................................................................................................ 2 Conversion arrangements ................................................................................. 4 3.a) ACCA exam conversion arrangements ....................................................... 4 4) Aims and outcomes ........................................................................................... 5 4.a) 4.b) 4.c) Programme regulations ............................................................................... 5 Programme learning outcomes ................................................................... 6 RAP learning outcomes............................................................................... 7 5) Assessment ....................................................................................................... 9 5.a) 5.b) 5.c) 5.d) Marking and moderation of your work ......................................................... 9 Assessment criteria ..................................................................................... 9 Resubmission rules ................................................................................... 11 Determination of class of degree .........
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...Urbana-Champaign College of Business Department of Business Administration BADM 449: STRATEGIC MANAGEMENT / BUSINESS POLICY (FALL 2015) Section J: Tuesday – Thursday 11:00 A.M. – 12:20 P.M. BIF 2041 Name: Shinjinee Chattopadhyay Visting Assistant Professor Office: 465 Wohlers Hall Office Hours: Tuesday, 2-3.20 pm (Or by appointment) Office Phone: 217-300-1033 Email: schattop@illinois.edu Website: Maintained on Illinois Compass 2g INTRODUCTION AND COURSE OBJECTIVES Strategic management deals with decisions that fundamentally influence the direction of the organization and effective implementation of the direction chosen. Strategic management addresses the organizational structure, resources & capabilities, and the strategic positioning of the organization to create, capture, and sustain competitive advantage. In addition to economic value creation, management also must make decisions concerning the distribution of this economic value across stakeholders. In BADM 449, you will develop your skills at: • Understanding how firms create, capture, and sustain competitive advantage; • Analyzing strategic business situations and formulating strategy; and • Implementing strategy and organizing the firm for strategic success. Success ultimately depends not only on the soundness of the formulated strategy, but also on effective implementation through appropriate organizational choices. This capstone business course focuses on strategic decisions...
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...has undergone many changes to maintain its relevance to the business world and ensure graduates are equipped to be leaders in finance, accounting and business advice. The CPA Program continues to be recognised as a leading professional program and receives strong endorsement by graduates. Over 75 000 members have completed the CPA Program to date. The CPA Program provides graduates with a world class, internationally recognised professional qualification. Employers need good strategists from a wide range of areas, whose skills are complemented by excellent business training. The CPA Program you are undertaking delivers top quality graduates who provide advice of the highest order to the business world. Approximately 23 000 CPA Australia members hold the position of General Manager, Financial Controller, Chief Financial Officer or Chief Executive Officer. CPA Australia strives to continually enhance the CPA Program’s global relevance and provide more ways for people to develop a career built on professional accounting skills. The CPA Program ensures candidates develop the appropriate skills, knowledge and values required of a CPA through a combination of coherent learning experiences. As shown in the following CPA Program diagram, the CPA Program formal education model consists of two levels: ■ The foundation level—core knowledge requirements that can be fulfilled through CPA Australia’s series of eight foundation exams or through an accredited or recognised higher-education degree...
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