...$Deelopment and %egulation& 'ct is to proide the deelopment and regulation of foreign trade by facilitating imports into, and expand exports from India. Foreign Trade 'ct has replaced the earlier law known as the imports and !xports $(ontrol& 'ct )*+. EXIM Policy Indian EXIM Policy contains arious policy related decisions taken by the goernment in the sphere of Foreign Trade, i.e., with respect to imports and exports from the country and more especially export promotion mea%ure% , policies and procedures related thereto. Trade "olicy is prepared and announced by the (entral Goernment $inistry of (ommerce&. Indias !xport Import "olicy also know as Foreign Trade "olicy, in general, aims at deeloping export potential, improing export performance, encouraging foreign trade and creating faorable balance of payments position. &i%tory of Exim Policy of India In the year )*/0, the Goernment of India appointed...
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...Carla Jones Unit 1 DB Penology Deterrence theory will help improve the criminal Justice System. People may seem to be more afraid of getting caught. For example you drive along a road every day and see a police officer there sitting maybe clocking peoples speed, the next time you travel that road you automatically slow down fear he will be there. Knowing if you get caught you will get a ticket or some sort of punishment from the officer. Therefore you obey the law. Another example is half of all state prisoners were under the influence of drugs and alcohol at the time of their offense therefore, it is unlikely that such persons are deterred by either the certainty or severity of punishment because of their temporary impaired capacity to consider pros and cons of their actions .(Christopher Mumola) The rehabilitation theory will benefit the criminal justice system. Re offending offenders are costing tax payers about to 9.5 to 13 billion a year that could be used other places. To benefit the system we need to give them proper and adequate training after release. We need to let offenders know and make help available to them to benefit in the long run. The help of finding them work and not to just release them and say we are done good luck. We need to offer programs for the younger generation to prevent committing crimes. Reformation will benefit the criminal justice system. To be able to offer the needs to offenders in and out of prisoners will cut down on the cost...
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...CONNECTIVITY INNOVATION PRODUCTIVITY CULTURE EVOLUTION Helping Suppliers Automotive supplier Delphi launched the Quality Focus Supplier (QFS) initiative In 2003. This eight-step program is designed to encourage and enable suppliers to embrace a culture of zero defects and continuous improvement through an unrelenting focus on quality. The results to date have been impressive: a dramatic reduction in nonconforming parts, in problem cases, and in negative impacts to Delphi's facilities or to its customers. to Focus on By Bill Clark, John Chang, and Marcus Chao ays custoincrs bave come to expect levels of quality and delivery that ahnnsi unheard ot a generation ago. Nowbcrc is tbat more evident than in tbe aiBomotive industry, wbere ear buyers cannot escape the blizzard ol t|uality and reliability studies (rom Consumer R^^iorfs, J.I). Powers & Associates, and a host o( comparative Internet sources. At Delphi, we tully embrace tbe higber cxpeetations ot tbe industry and our customers. Our entire organization is committed to excellence and driven not jusl to meet, but to exceed our customers' expectations. We want to be OLir customers' best supplier, and a key element in acbieving tbis is to make sure tbat our culture, including our supply base, bas a "zero-defect" mentality. Tbis means perfection in all that we do: perfect planning, perfect execution, perfect communications, and perfect parts, Tbe ex]iectation is to bave zero quality incidents and zero...
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...Quality Management “It costs a lot to produce a bad product.” Norman Augustine Cost of quality 1. Prevention costs 2. Appraisal costs 3. Internal failure costs 4. External failure costs 5. Opportunity costs What is quality management all about? Try to manage all aspects of the organization in order to excel in all dimensions that are important to “customers” Two aspects of quality: features: more features that meet customer needs = higher quality freedom from trouble: fewer defects = higher quality What does Total Quality Management encompass? TQM is a management philosophy: • continuous improvement • leadership development • partnership development Cultural Alignment Customer Technical Tools (Process Analysis, SPC, QFD) Developing quality specifications Design Input Design quality Process Output Dimensions of quality Conformance quality Six Sigma Quality 6 • A philosophy and set of methods companies use to eliminate defects in their products and processes • Seeks to reduce variation in the processes that lead to product defects • The name “six sigma” refers to the variation that exists within plus or minus six standard deviations of the process outputs Six Sigma Quality Six Sigma Roadmap (DMAIC) Next Project Define Customers, Value, Problem Statement Scope, Timeline, Team Celebrate Project $ Primary/Secondary & OpEx Metrics Current Value Stream Map Measure Voice...
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...• What were the problems that led to BIDMC getting in trouble? What could be a way out There were both external and internal factors that led BIDMC to the position it found itself in. The external factors included the fact that the landscape within which hospitals were operating changed due to mergers within the industry which was thought to give the merged firms greater advantage in terms of bargaining power etc. Due to these industry mergers, BI felt that they should also merge and the fact that they did so quickly with a hospital with a widely varying culture played a significant part in the issues at hand. It was not only the fact that these hospitals merged that caused a problem but the fact that they tried to achieve clinical integration between the different cultures which had a negative impact on the performance of the business. The second contributing external factor is the change from a cost plus to a more competitive managed care financial system, which was further compounded by the fact that each hospital before the merger was having its own financial issues. The third external factor was the changing national health care system which meant that hospital reimbursements were no longer as generous and the main player in the space – Medicare- started to face restrictions. These reductions in Medicare payments also coincided with cost pressures from other insurers, which led to Management signing under-cost contracts with local insurance companies. Internal factors...
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...Zufälle Zufälle Je planmäßiger das Vorgehen, desto wirksamer trifft der Zufall, heißt es. Wenn wir diesem Spruch folgen, dann könnte eine Hinwendung zum Zufall unsere Aufmerksamkeit auf mögliche Ereignisse richten, deren Auftreten wir allenfalls ahnen können, ohne dass wir wissen, was konkret auf uns zukommen wird. Und wir hätten den Zufall sogleich mit Existenzfragen jeder Unternehmung verknüpft, denen sich Management und Beratung nicht verschließen sollten. In der mehr oder weniger wissenschaftlichen Management- und Beratungsliteratur kommt der Zufall jedoch kaum vor, was sicher kein Zufall ist, kratzt dieser doch allzu sehr an den ungeschriebenen Gesetzen der Ratgeberliteratur (und der Wissenschaft). Eine erwähnenswerte Stellung nimmt der Zufall allenfalls in unternehmerischen Erfolgsberichten und Erzählungen ein, kaum eine Erfindung kommt (ex post) ohne Zufälle zustande, kaum eine Unternehmenshistorie kommt (ex post) ohne Zufälle aus. Man schmückt sich mit dem Zufall, mehr aber auch nicht. Wer Komplexität ernst nimmt (und dazu können wir nur anraten!), wird Verhältnisse in den Blick bekommen, in denen nicht immerfort alles mit allem verknüpft werden kann. Wenn dem so ist, wird es notwendig zu Ereignisverkopplungen, Gelegenheiten und Begebenheit kommen, die bisher nicht beobachtet wurden, und die Marktchancen, Kooperationsmöglichkeiten oder auch Produktinnovationen versprechen. Vor diesem Hintergrund ist zu fragen: Wann sind Ereignisse Zufälle, wie ist deren produktive oder...
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...The rules of life Rules for you: 1. Keep it under your hat. (no one likes a smart ass). DON’T PREA CH, PROPA G ATE, OR EVEN MENTION THIS. 2. WISDOM ISN’T ABOUT NO T MAKING MISTAKES BUT ABOUT LEARNING T O ESC APE AFTERW ARD WITH OUR DIGNITY AND SANITY INTA C T. learn to forgive yourself for the mistakes you made, and look out for new ones. Learn from your mistakes. 3. Accept What Is Done Is Done, keep moving on with your life. 4. Accept Yourself. YO U D O N ’ T H A V E T O IMPRO VE OR CHANGE OR STRIVE F OR PERFEC TION. QUITE THE OPPOSITE. JUST A CCEP T. 5. Know What Counts and What Doesn’t. THERE ARE SOME THINGS IN THIS LIFE THAT ARE IMPORTANT AND A WHOLE LO T O F T H I N G S T H AT AREN’ T. 6. dedicate your life to something. IT’S A Y ARDSTICK TO M E A S U R E (A) HO W I’M DOING, (B) WHAT I’M DOING, AND (C) WHERE I’M GOING. To be happy for family and God. 7. Be Flexible in Your Thinking. TRY T O SEE LIFE NO T AS THE ENEMY, BUT AS A FRIEND LY SPARRING PA R T N E R . be adventurous. Don’t be in a rut. 8. Take an Interest in the Outside World. TA K I N G A N I N T E R E S T I N THE OUTSIDE W ORLD IS ABOUT DEVEL OPING Y OU, RATHER THAN F OR THE WO R L D ’ S B E N E F I T. makes you an interesting person. Keeps u young. 9. Be on the Side of the Angels, Not the Beasts. WE GET T ORN BETWEEN WHAT WE W ANT AND WHAT IS GOOD F O R OT H E R S . 10. Only Dead Fish Swim with the Stream. AND THAT’S WHAT LIFE IS, WHAT IT IS MEANT T O BE: A...
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...Apple has toppled Google as the world's most valuable brand Marketing Management – Assignment Case Study Report CONTENTS CASE DESCRIPTION ...................................................................................................................................... - 3 INTRODUCTION ............................................................................................................................................. - 4 HISTORY .......................................................................................................................................................... - 5 CREDIBILITY CHECK .................................................................................................................................... - 6 HOW APPLE ACHIEVED IT? ......................................................................................................................... - 7 Constantly Improving Products ..................................................................................................................... - 7 Creating New Products .................................................................................................................................. - 7 High Margins ................................................................................................................................................. - 8 Distribution .....................................................................................................
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...Harvard Business Review July-August 1960 • Shortsighted managements often fail to recognize that in fact there is no such thing as a growth industry. MARKETING MYOPIA By Theodore Levitt Every major industry was once a growth industry. But some that are now riding a wave of growth enthusiasm are very mueh in the shadow of decline. Others whieh are thought of as seasoned growth industries have actually stopped growing. In every case the reason growth is threatened, slowed, or stopped is not because the market is saturated. It is because there has been a failure of management. business. The reason they defined their industry wrong was because they were railroad-oriented instead of transportation-oriented; they were produetoriented instead of customer-oriented. e Hollywood barely escaped being totally ravished by television. Actually, all the established film companies went through drastic reorganizations. Some simply disappeared. All of them got into trouble not because of TV's inroads hut because of their own myopia. As with the railroads, Hollywood defined its husiness incorrectly. It thought it was in the movie husiness when it was actually in the entertainment husiness. "Movies" implied a specific, limited produet. This produced a fatuous contentment which from the beginning led producers to view TV as a threat. HollywootI scorncxi and rejected TV when it should have welcomed it as an opportunity — an opportunity to expand the entertainment husiness. Today TV is a bigger...
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...competition intens sified. Th Japanese invasion of th world mo he he otorcycle mar rket was spea arheaded by the Honda M Motor Comp pany. Its foun nder, Soichiro Honda, a v visionary inv ventor and in ndustrialist, h had been inv volved periph herally in the automotive i e industry prio to World W II. Howev Japan’s po or War ver, ostwar devast tation result ted in the downsizing of Honda’s ambitions; m d motorcycles were a mor technolog re gically mana ageable and economically affordable product for the average Japanese. R y Reflecting Ho onda’s comm mitment to a technologic cally based s strategy, the Honda Technical Resea arch Institute was e establ lished in 194 This inst 46. titute, dedica ated to impro ovements in internal com mbustion eng gines, repres sented Hond da’s opening move in the motorcycle field. In 194 Honda in e 47, ntroduced its first s A-typ 2-stroke en pe, ngine. As of 1948, Ho s onda’s Japan nese competit tion consisted of 247 Japa d anese particip pants in a lo oosely define motorcycle industry. M ed Most competit tors operated in ill-equipp job shops adapting cl...
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...competition intens sified. Th Japanese invasion of th world mo he he otorcycle mar rket was spea arheaded by the Honda M Motor Comp pany. Its foun nder, Soichiro Honda, a v visionary inv ventor and in ndustrialist, h had been inv volved periph herally in the automotive i e industry prio to World W II. Howev Japan’s po or War ver, ostwar devast tation result ted in the downsizing of Honda’s ambitions; m d motorcycles were a mor technolog re gically mana ageable and economically affordable product for the average Japanese. R y Reflecting Ho onda’s comm mitment to a technologic cally based s strategy, the Honda Technical Resea arch Institute was e establ lished in 194 This inst 46. titute, dedica ated to impro ovements in internal com mbustion eng gines, repres sented Hond da’s opening move in the motorcycle field. In 194 Honda in e 47, ntroduced its first s A-typ 2-stroke en pe, ngine. As of 1948, Ho s onda’s Japan nese competit tion consisted of 247 Japa d anese particip pants in a lo oosely define motorcycle industry. M ed Most competit tors operated in ill-equipp job shops adapting cl d ped s, lip-on engin for bicycle A few larg manufactu nes es. ger urers endeavo ored to copy E European mo otorcycles but were...
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...The Future of Executive Coaching: Analysis From a Market Life Cycle Approach Where are we, where are we going, and how do we prepare for what’s next? Sheila Maher, MA., MBA. and Suzi Pomerantz, MT., MCC [This article first appeared in the International Journal of Coaching in Organizations, 2003, 1(2), 3-11. It can be downloaded and printed for personal use only. Please obtain prior written permission for wider printing and d istribution from J ohn L azar, IJCO Co-Executive E ditor, at john@ijco.info .] In launching this journal the editorial board envisioned that the journal would provide a forum for “reflection and analysis…by those leaders of this eme rging field who recogn ize coach ing to be a fixture rather than a fad...” 1 This a rticle exp lores the m arket life cycle o f executive coac hing , considerin g its history and growth, and estimating its current position. We discuss the four stages of the market life cycle: product introduction, market growth, market maturity, and sales decline, exploring the implications for our profession of each stage. Understanding where coaching is in the market cycle allows u s to consider strateg ies to stim ulate the co ntinu ed growth of the pro fession . In this a rticle we present our th esis that “this emerging field” is actually already in the mature stage of its lifecycle and we make recommendations for mo ving the professio n forw ard. It is clear that coac hing is no t a fad an d it is not ne w. Coaching is rooted in a range...
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...LAS Disposables Ciudad Juárez March 13, 2015 Femicide and Structural Violence against Women in By: Craig Serpa LAS DISPOSABLES PAGE 1 ! Introduction Much research has been produced attempting to describe and subvert femicide in Ciudad Juárez, but perhaps the most accurate description of the gendered violence can be found in an American political cartoon. A maquiladora, or Mexican border assembly/ processing plant, stands alone among rolling hills littered with gravestones in the shape of the symbol of Venus. The graves extend to the horizon line in all directions, seemingly endless. From the viewer’s position in the lower right corner of the cartoon they can discern details on the nearest grave: the top arch of the hand mirror reads “femicide”; it’s handle, “over 370 killed and counting”; a small altar of flowers, bread, and a prayer candle rest at its base. Caricatures of a police officer, politician, Uncle Sam, and cartel boss shift nervously in front of a mugshot height chart. They look at the viewer and the sky but never at the graves, symbolically refusing to acknowledge their role in the women’s murders. The intricate detail given to the usual suspects and graves overshadows the women themselves. The factory workers are only suggested by a female skeleton, her gender marked with long curly hair, hangs out of the window of a bus driving to the factory. She glances over her shoulder and makes uncomfortable eye contact with the viewer, her gaze asking how...
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...KINGDOM OF CAMBODIA INTERNATIONAL LABOUR ORGANIZATION BETTER FACTORIES CAMBODIA THIRTIETH SYNTHESIS REPORT ON WORKING CONDITIONS IN CAMBODIA’S GARMENT SECTOR Publication date Report period : 18 July 2013 : 1 November 2012 – 30 April 2013 Copyright © International Labour Organization (ILO) and International Finance Corporation (IFC) (2013) First published (2013) Publications of the ILO enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to the ILO, acting on behalf of both organizations: ILO Publications (Rights and Permissions), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: pubdroit@ilo.org. The IFC and ILO welcome such applications. Libraries, institutions and other users registered with reproduction rights organizations may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. Better Factories Cambodia: Thirtieth synthesis report on working conditions in Cambodia’s garment sector / International Labour Office ; International Finance Corporation. - Geneva: ILO, 2013 1 v. Better Work Synthesis Reports: ISSN 2227-958X (web pdf) International Labour Office; International Finance Corporation clothing industry / textile industry...
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...On-line Resources Welcome to Part 1 of TAG’s on-line resources for our production of The Birthday Party by Harold Pinter. These resources are divided into 2 parts. Part 1 is intended to give an insight into Pinter, his style of writing and the play itself by looking at previous productions of The Birthday Party. Generally aimed at Higher Drama students, this pack complements units 1, 2 and 3 of the syllabus. However, these resources are also useful for the Knowledge and Understanding elements of Standard Grade as well as the Special Study for Advanced Higher Drama. I have collated information from various sources in order to provide material for use before your students see TAG’s production. In September 2003, Part 2 will be available to download from TAG’s website. This section of the resources will focus on the process of creating our production of The Birthday Party. It will include contributions from the Director, the Designer, the Performers and other members of the creative team. I hope that Part 2 will open up TAG’s working methods and provide a real insight into how a theatre company works. Please feel free to reproduce any section of the on-line resources for your use in the classroom. We are always aiming to provide the most effective and beneficial resources for teachers and so please do offer any comments you have regarding either part of this pack. We welcome and appreciate all feedback. I very much hope that you and your pupils find the resources useful and enjoy...
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