...identit␣␣ii, autorit␣␣i ␣i responsabilit␣␣ii unei entit␣␣i care solicit␣ sau furnizeaz␣ servicii, produse sau informa␣ii. Procedurile impun ca entitatea s␣ prezint, spre validare, dovezi precum cele codificate în aplica␣ie, într-un dispozitiv electronic, sau biologice. Separat de probarea identit␣␣ii, dovezile validate trebuie utilizate pentru confirmarea autenticit␣␣ii unei anumite ac␣iuni sau unui anumit con␣inut electronic precum comunic␣ri ␣i contracte comerciale semnate, asigurând transparen␣a tranzac␣iilor comerciale ␣i respect␣rii responsabilit␣␣ilor asumate. Comunicare comercial␣ O comunitate de afaceri interna␣ional␣ este format␣ dintr-o multitudine de juc␣tori, to␣i ac␣ionând în interesul func␣ionalit␣␣ii ␣i obiectivelor lor strategice. Ce leag␣ aceast␣ comunitate sunt informa␣iile schimbate între juc␣tori, prin informare, ini␣iere, îndrumare ␣i verificare. Digitalizarea fluxului de informa␣ii d-␣a dezvoltat timp de decenii, dar înc␣ este limitat la procesele ␣i documenta␣ia interne ale unei organiza␣ii sau unui cerc restrâns de parteneri de afaceri. De␣i tot mai multe procese comerciale devin legate de ICT, acestea urmeaz␣ în mare m␣sur␣ aceea␣i coreografie ca anterior. Schimb␣rile constau în principal în comunicare, canalizarea ␣i procesarea informa␣iilor. Una dintre problemele societ␣␣ilor legate de trecerea la eBusiness const␣ în faptul c␣ fluxul de informa␣ii este cumva „ascuns” în sistemele ICT...
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... transfer, con;nuing, no-‐ shows) Weight distribu;on Fuel Arrival Offload of luggage Passengers leaving Fueling Cleaning Transfer boarding Departure TURNAROUND AT THE BALTIMORE AIRPORT -‐ -‐ -‐ -‐ -‐ BoSle neck: DELAYED CONNECTING FLIGHT Scarce resources due to ;ght labor market à improving with shortening hiring process Delayed flights turnaround ;me not easy to deal with Lack of gates for transferring Informa;on flow : Good coordina;on , work independently , informa;on monitored and communicated immediately, advantages in listening employees sugges;ons -‐ BoSleneck : lack of communica;on , lack of training ( understanding the overall process), lack of experience ( average experience 27 months , 75 months for the other companies), most of the ramp workers are working less than 1 year One solu;on to lack of...
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...mitigación en el terreno del solar que fue adquirido por el municipio. Verjas de seguridad, rótulos, caída desde el terreno hacia la ciénaga, refuerzos con gaviones, etc. son parte de las medidas de mitigación que debe considerarse dentro del proyecto de control de inundación municipal y completarse antes de esta temporada de huracanes. Después de haber finalizado este dialogo, no obtuve ningún compromiso de su parte para completar el mismo. - Limpieza de la ciénaga al sur de la Urb. La Margarita -Se establece como parte integral del plan de mitigación de la urbanización, la cual debe ser realizada por el Departamento de Recursos Naturales de Guayama. Se le ha explicado en varias ocasiones la urgencia e importancia del mismo. Usted me informa que el Secretario de Recursos Naturales emitió una orden de limpiezas de quebradas de los municipios, acordando conmigo, que la ciénaga de la Urb. La Margarita sería la primera en limpiarse. -Oposición del Comité sobre Dique y/o Canal de drenaje en la servidumbre de la vía del tren al Norte de la Urb. La Margarita -La construcción de un canal de desagüe por la antigua vía del tren, no es recomendable, pues al subir el agua en el rio, podría entrar por el canal. Esto sucedería ya que el canal descargaría perpendicular a la corriente...
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...different*types*of*CMS*tools*and*what*they*do.** More*importantly,*you*also*need*to*understand* exactly*what*you*or*your*company*wants*to*do,* so*you*can*narrow*down*your*choices*and* determine*which*CMS*is*the*best*fit*for*you.** A* Content* Management* System* (CMS)* is* a* soKware* that* helps* web* teams* maintain,* change,* control,* repurpose* and* publish* content,* including* text,* images,* photos,* videos,* audio* or* any* other*piece*of*web*content.*** OR* Content* management* refers* to* the* system* and* processes* whereby* informa)on* is* created,* managed,* published,* and* archived.*Informa)on*typically*passes*through*this*lifecycle*for*a* finite* period* of* )me.* A* content* management* system* (CMS)* provides* the* necessary* infrastructure* for* mul)ple* persons* to* effec)vely*contribute*content*and*collaborate*throughout*these* lifecycles.** * Why*so*many*CMS?* Tradi)on*Content*Management* A*CMS*is*a*complete*computer*system*that*manages* informa)on.** A*CMS*can*be*programmed*in*any*computer*language* and*run*on*any*computer*system.** It*allows*data*to*be*input,*stored*in*a*database,*edited*...
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...Google TV could be a telco’s best friend in the battle for the multiscreen market, says Rob Gallagher 04 February 2011 Rob Gallagher Telecoms operators once thought they would rule the world. They foresaw a future where people would communicate, access the Internet and watch TV via their mobile phones, PCs and a number of as-yet-unimagined screens. And thanks to their brands, customer relationships and control of the wired- and wireless-broadband networks that would carry the new services, telecoms operators would be best-positioned to profit. It didn’t quite work out like that. But not for the operators’ lack of trying. Throughout the course of the last decade, many sought to expand the control they have over their networks to almost every element of the new-media industry, from content and delivery platforms to devices and embedded software. Unfortunately, the operators overestimated their ability to control these other parts of the value chain, most strikingly in the mobile phone market. Consumers shunned the operators’ mobile portals when they found they could access their favorite PC-based Internet services “over the top” (OTT) of their mobile networks. Pouring salt into the wound, the content, devices and software companies have proved much more effective at entering each other’s markets than the operators have. Search engine Google’s Android mobile operating system (OS), for example, has effectively achieved take-up operator efforts could only ever dream of. Apple’s iTunes...
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...NAME______________________________________________ ADDRESS____________________________________________ ____________________________________________________ PHONE______________________________________________ EMAIL_______________________________________________ CHURCH_____________________________________________ DONATION AMOUNT__________________________________ TO DONATE BY CREDIT/DEBIT CARD, PLEASE ANSWER THE FOLLOWING: Response Cards CC#______________________________________ EXP._______________ SEC# (3 DIGITS ON BACK)________________CARD ZIP CODE___________ NOTE: WE WILL SHRED INFO AFTER CARD IS CHARGED. IF YOU DONATE $50 OR MORE, PLEASE FILL OUT THIS ORDER FORM: T‐SHIRT SIZE__________ (MAN/WOMAN) IF YOU DONATE $500 OR MORE, YOU GET A $100 GIFT CERTIFICATE TO ALPHA’S AUTO DETAIL NAME______________________________________________ ADDRESS____________________________________________ ____________________________________________________ PHONE______________________________________________ EMAIL_______________________________________________ CHURCH_____________________________________________ DONATION AMOUNT__________________________________ TO DONATE BY CREDIT/DEBIT CARD, PLEASE ANSWER THE FOLLOWING: Response Cards CC#______________________________________ EXP._______________ SEC# (3 DIGITS ON BACK)________________CARD ZIP CODE___________ NOTE: WE WILL SHRED INFO AFTER CARD IS CHARGED. IF YOU DONATE $50 OR MORE, PLEASE FILL OUT THIS...
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...It is often said that information is power in today’s economy, and this is aptly demonstrated by the emergence of many new types of information intermediaries in the last decade. The term infomediary is used for many such intermediaries, since their role is to capture, aggregate, and exploit information about participating parties in order to facilitate the efficient allocation of goods or services. Wise and Morrison (2000) note, in the context of business-to- business markets, that with the spread of digitization “value has shifted from the product itself to informa- tion about the product.” Intermediaries create value via information collection, aggregation, display, and information processing; by managing workflow for a set of transactions between a buyer and seller; by coordinating logistical services to buyers and sellers; or by providing information processing services for end-to-end transaction management. Such infomedi- aries are becoming commonplace in many business and consumer market settings, including in hotel and travel coordination (Dube and Renaghan 2000), retail marketing (Chen et al. 2002), and private online exchanges for B2B commerce (Hoffman et al. 2002). Bailey and Bakos (1997) discuss four services offered by intermediaries: (a) aggregation of buyer demand and seller products, (b) providing trust between participants, (c) market facilitation, and (d) matching buyers and sellers. Kaplan and Sawhney (2000) reinforce the notion that electronic intermedi-...
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...la espontaneidad, la movilización, la iniciativa, la generosidad, la motivación, la utilización de los espacios públicos para desarrolar actividades conjuntas de la gente. Organización Basta con que alguien convoque a una manifestación a través de un mensaje, canalizado por algún soporte digital, para que comience el efecto «bola de nieve». Algunos de los canales utilizados son: Dispositivos con conexión a Internet, web, foros, comunidades virtuales (Facebook, twitter, Linkedin), e-mail, blog, chat Cadena de mensajes de texto ( sms, whatsap) Transferencia de boca a oreja. En estos mensajes se informa el día, lugar y hora exacta del encuentro. Ya que los flashmob pueden durar apenas unos minutos, se requiere que todos los participantes sincronicen sus relojes bajo una hora oficial. Otra particularidad de este fenómeno es que a los convocados no siempre se les informa sobre el tipo de movilización que se realizará, ya que eso se comunica en el mismo lugar de encuentro (o en un bar cercano a donde se hará la manifestación). Los mejores flash mob http://www.youtube.com/watch?v=cpaxGP8QZLE Nuestro FlashMob consistirá en movilización de los estudiantes de Masters y Postgrados en UAB mediante los canales de comunicaciones ( grupos de UAB en Facebook, Twitter, Blogs de estudiantes de UAB, etc…). Grabaremos un video de baile y las instrucciones para el flash mob unas 2-3 semanas antes del evento y lo colgaremos en nuestro Canal de YOUTUBE. Mantendremos la comunicación...
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...LIDER DE AREA: Realiza el pre diagnóstico mediante indicaciones presenciales o telefónicas al usuario para determinar si es posible una solución interna o si se requiere una soporte externo, después informa por escrito (correo electrónico)al solicitante la situación del problema y el tiempo aproximado de solución al problema mencionado. Archivo: 1 3. EL LIDER DE AREA: Si no requiere apoyo externo, corrige el problema si es del equipo, o en la oficina de sistemas si es del programa o de la red y dependiendo de ello registra en el formato correspondiente. Archivo: 1 Archivo: 2 Archivo: 3 4. EL LIDER DE AREA: Determina si es necesario adquirir el servicio, si el soporte incluye el servicio postventa del proveedor o si existe un contrato de mantenimiento. 5. EL LIDER DE AREA: Coordina con el proveedor los requerimientos de las prestaciones del servicio. Archivo: 1 6. EL LIDER DE AREA: Prueba el funcionamiento del equipo programa o red, en compañía del usuario con el fin de evaluar al servicio prestado y lo registra. Archivo: 1 6 A. Si el servicio prestado no solucionó el problema, y es posible hacer ajustes regresa al paso 5, de lo contrario, elabora un oficio mediante el cual da a conocer al solicitante el concepto técnico, lo registra en la planilla e informa al almacenista la novedad en caso que tenga que dar de baja algún elemento y continua con el paso 7. Archivo: 1 6 B. Si el servicio solucionó el problema, se continúa con el procedimiento. ...
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...IMC Media Strategy Implementation Overview Integrated Communication Strategy • Integrated marketing communications (IMC): a strategic business process that marketers use to plan, develop, execute, and evaluate coordinated, measurable, persuasive brand communication programs over time with targeted audiences. • The important thing to understand about this concept is the need for, and benefit of consistency between components of the program. Advertising Personal Selling Communication Idea • The question: how much should an organization spend on its integrated marketing communications program, and how do you know when it is working? Direct Marketing Public Relations Sales Promotion 16-2 Multi media, multi tasking, multi message, multi channels…. telephone cinema newspaper tv webtv packaging magazines bill posting Signage mp3 iphone atm pop ups pop events & sponsorship website outdoor pda direct mail cd/dvd transit email Communication Mix Adver&sing Direct Brand Situation IMC Objectives Consumer & Channel TM & Audience Public Relations Sales promotion Events / sponsorship Personal Selling Customer Service Press/print, Television, Radio Internet, Outdoor / transit, Ambient Direct response formats Direct mail, telephone selling, Catalogue selling Corporate & Brand PR, Publicity Consumer Franchise vs Non-franchise building Sponsoring (participating, creating) Social, Sporting, Cultural/Arts, Industry Person-to-person...
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...E-TIPS Leadership, Management, & Communication The 10 Commandments of Communication single 10-cent syllable. Delete therefore, By Michael Landrum, ATMB insert so. That’s real economy in writing. Remember that the basic unit of 1. Listen generously. Emerson said: “First seek to understand, communication is not the word but the idea. then to be understood.” How do you listen to an audience? Do your research. 4. Align with your audience. Find out who they are, what they need We may consider it our task to speak to and want, and what they expect from the audience, but it is sometimes more you. When you step to the lectern, pause important to speak for them. Express and listen. Are they ready to hear you? those thoughts and feelings that you During your speech, keep listening. Pay share with them. Even if you think they attention to them. Are they leaning are wrong and you are the advocate of forward, backward or on each other? Be sweeping change, you must first willing to depart from your prepared understand and articulate their feelings. remarks to recover your rapport with Great leaders know that leadership them. Ask questions. Even something as begins with the pronoun we. simple as “Is that clear?” can reestablish contact. 5. Be specific. Use stories, anecdotes, parables and 2. Say what you mean and mean what examples rather than generalities and you say. abstractions. This...
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...Lab Manual Introductory Biology (Version 1.4) © 2013 eScience Labs, LLC All rights reserved www.esciencelabs.com • 888.375.5487 2 Table of Contents: Introduc on: Lab 1: Lab 2: Lab 3: Lab 4: The Scien fic Method Wri ng a Lab Report Data Measurement Introduc on to the Microscope Biological Processes: Lab 5: Lab 6: Lab 7: Lab 8: Lab 9: The Chemistry of Life Diffusion Osmosis Respira on Enzymes The Cell: Lab 10: Lab 11: Lab 12: Lab 13: Lab 14: Lab 15: Cell Structure & Func on Mitosis Meiosis DNA & RNA Mendelian Gene cs Popula on Gene cs 3 4 Lab Safety Always follow the instruc ons in your laboratory manual and these general rules: eScience Labs, LLC. designs every kit with safety as our top priority. Nonetheless, these are science kits and contain items which must be handled with care. Safety in the laboratory always comes first! Lab Prepara on • • Please thoroughly read the lab exercise before star ng! If you have any doubt as to what you are supposed to be doing and how to do it safely, please STOP and then: Double-check the manual instruc ons. Check www.esciencelabs.com for updates and ps. Contact us for technical support by phone at 1-888-ESL-Kits (1-888-375-5487) or by email at Help@esciencelabs.com. • Read and understand all labels on chemicals. If you have any ques ons or concerns, refer to the Material Safely Data Sheets (MSDS) available at www.esciencelabs.com. The MSDS lists the dangers, storage requirements, exposure treatment...
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...Skip to content * Librarians * Authors & Editors * Societies * Register * Sign in * Mobile * * Browse * Products * Open access * Redeem a voucher * Shortlist * Cart The online platform for Taylor & Francis Group content Cookies Notification This site uses cookies. By continuing to browse the site you are agreeing to our use of cookies. Find out more. Accept ------------------------------------------------- Top of Form Search Advanced and citation search Within current journal Entire site Bottom of Form Home > List of Issues > Table of Contents > An international perspective on human resource management and performance in the health care sector: toward a research agenda Browse journal View all volumes and issues Current issue Latest articles Most read articles Most cited articles Authors and submissions Subscribe Journal information News & offers The International Journal of Human Resource Management Volume 24, Issue 16, 2013 Special Issue: HRM in the healthcare sector | Select Language▼Translator disclaimer | An international perspective on human resource management and performance in the health care sector: toward a research agenda Access options DOI: 10.1080/09585192.2013.775024 Timothy Bartrama & Peter J. Dowlinga* pages 3031-3037 Publishing models and article dates explained Published online: 03 Jul 2013 Article Views: 110 Alert me * View full text * Download full...
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...NIC 1 Norma Internacional de Contabilidad 1 Presentación de Estados Financieros En abril de 2001 el Consejo de Normas Internacionales de Contabilidad (IASB) adoptó la NIC 1 Presentación de Estados Financieros, que había sido originalmente emitida por el Comité de Normas Internacionales de Contabilidad en septiembre de 1997. La NIC 1 Presentación de Estados Financieros sustituía a la NIC 1 Información a Revelar sobre Políticas Contables (emitida en 1975), la NIC 5 Información a Revelar en los Estados Financieros (originalmente aprobada en 1977) y la NIC 13 Presentación de Activos Corrientes y Pasivos Corrientes (aprobada en 1979). En diciembre de 2003 el IASB emitió una NIC 1 revisada como parte de su agenda inicial de proyectos técnicos. El IASB emitió en septiembre de 2007 una NIC 1 modificada, que incluía una modificación de la presentación de los cambios en el patrimonio que proceden de los propietarios y del resultado integral y un cambio en la terminología de las denominaciones de los estados financieros. En junio de 2011 el IASB modificó la NIC 1 para mejorar la forma de presentación de las partidas de otro resultado integral (ORI). Otras NIIF han realizado modificaciones de menor importancia en la NIC 1 Estas incluyen la NIIF 5 Activos no Corrientes Mantenidos para la Venta y Operaciones Discontinuadas (emitida en marzo de 2004), la NIIF 7 Instrumentos Financieros: Información a Revelar (emitida en agosto de 2005), Mejoras a las NIIF (emitidos en...
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...1 2 Contact Information Dr. Sonish Azam Office: SP 375.23 Tel: 514-848-2424 ex 3488 Email: sonish.azam@concordia.ca (Please mention BIOL 266 in subject) Office hours: after the class or by appointment Topics 3 ! ! ! ! ! ! Topics !"#$%&!"&'(&%")(*(+& %,--.&/01&"23/0,--,.&& '4567,846/-&*,/69450.:&*,.;42/9450&,0,.&/01&%72585.58,.&& ?,8@2/0,&;259,40.&/01&.92A69A2,& ?,8@2/0,&92/0.;529& #259,40&.529403&95&523/0,--,.& >,0,2/-&;24064;-,.&5B&6,--&.430/-403& C430/-&92/0.1A69450&;/97D/=.& %=95.E,-,950& ?495.4.&/01&%=95E40,.4.& !7,&A04F,2./-&6,--&6=6-,&650925-&.=.9,8! %,--&6=6-,&67,6E&;5409.& %/06,2&/01&G;5;95.4.& 3. Objectives 1. Learn about structural features and functions of the components in an Textbooks 4 (1) Essential Cell Biology by Alberts et al. (4th Edition) published by Garland Publishing, Inc. in 2014. (2) Cell and Molecular Biology: Concepts and Experiments by Gerald Karp (7th Edition) published by John Wiley & Sons, Inc. in 2013. • The textbooks are recommended, neither of them is required. • Additional reading will be posted on moodle website and announced in class Internet address: http://moodle.concordia.ca Grading Scheme 5 • Midterm • In-class Activity/Assignment • i>clicker • Final exam 30% 12% 3% (starts Jan 20th) 55% Final exam will cover the entire course (cumulative) 6 CELLS AND ORGANELLES Lecture 1 BIOL 266/4 2014-15 Dr. S. Azam Biology Department Concordia University What does it mean to...
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