...Successful FDI Brenda’s Fine Furniture is a very successful and becoming a household name around the Unites States and in foreign countries because of the innovative and creative structure that suits families and businesses. The furniture gives customers the ability to be elaborate in small dwellings as well as large ones. Many European countries are impressed with the western styles. It has been determined by this company that it would be beneficial to become global. In order to Brenda’s Fine Furniture can enter the Europe market through FDI. The multinational enterprise can invest directly in the production or other facilities in Europe over which has effective control. Manufacturing FDI requires an establishment of production facilities in Europe. Horizontal FDI approach would be use because the same product (furniture) produce in the U.S. will be produce in Europe. This represents a geographical diversification of the MNE domestic product line. Sharing experiences, resources, and knowledge can be shared to reduce risk and cost. Horizontal FDI enables a MNE to quickly establish its competitive advantage in the host country because a company’s key competencies are more transferable. According to Journal of US-China Public Administration (2010), there are relatively specific advantages within given industries between developed countries are exchanged in horizontal or intra-industry. Most FDI is horizontal. In order for the new MNE furniture to benefit...
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...days project managment7 days Start Finish Predecessors Nov 8, '15 S M T W T F S Tue 11/10/15Mon 9/3/18 Tue 11/10/15Wed 11/18/15 3 charter 1.5 days Tue 11/10/15Wed 11/11/15 4 scope 1 day Wed 11/11/15 hu 11/12/153 T 5 roles 1 day Thu 11/12/15Fri 11/13/15 4 6 budget 2 days Fri 11/13/15 Tue 11/17/155 1.5 days 1 wk Tue 11/17/15 Mon 11/7/16 Tue 1/31/17 7 8 9 disaster recovery plan networking equipment routers 4 mons Wed 6 11/18/15 Mon 22 2/27/17 Mon 2/6/17 10 10 cabling 2 mons Tue 12/6/16 Mon 1/30/1712 11 access point 1 wk Tue 2/7/17 Mon 2/13/179 12 high speed 1 mon connection spare equipment 2 wks 13 Mon Mon 11/7/16 12/5/16 Tue 2/14/17 Mon 2/27/1711 Task External Tasks Split Project: Project1 Date: Tue 11/10/15 Inactive Summary Manual Task External Milestone Milestone Duration-only Deadline Summary Manual Summary Rollup Progress Project Summary Manual Summary Manual Progress Inactive Task Start-only Inactive Milestone Finish-only Page 1 Nov 15, '15 S M T W T F S Nov 22, '15 S M T ID Task Mode 14 Task Name Duration Predecessors 15 air conditioning 15 days 16 fire suppresion 5 days 17 security 30 days AP layout 10 days wiring 14 days construction 5 mons genorators 15 days Wed 4/6/16 Tue...
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...Excel Project Report Introduction: This project report is about the project we did on M&Ms. My hypothesis for this project is that bags of equal weight should have the same amount of candies in it. All the colors aren’t represented equally because there are 6 different colors so there must be more of that color in each bag. The color distribution doesn’t remain constant because the little bag will have less candies and the bigger bag will have more candies for each color. Data Collection: This project we are doing is on M&Ms. We opened the mini bags of M&Ms and recorded how many of each color there were and recorded it in the table under bag1. Then we went to 5 other peoples M&Ms and recorded how much M&Ms were there for each color and recorded those under bags 2, 3, 4, 5, and 6. Then I put that information in 3 different graphs. My Table of the Data: Colors Blue Brown Green Orange Red Yellow Total Ba Ba Ba Ba Ba Ba Avera g 1 g 2 g 3 g 4 g 5 g 6 ge 5 0 5 3 0 3 1 6 4 6 4 6 0 0 2 0 3 2 4 5 2 4 2 0 2 4 3 6 2 3 2 0 4 1 5 4 2 1 1 7 4 1 9 3 0 0 1 7 4 2 5 5 1 2 18 Data Analysis: My dat ta reveals that every color r doesn’t have the e same am mount for that co olor there e are all d different. . Only a fe ew bags have the same amoun nt of that t color as the othe er bag. ta shows s that the e average amount of yellow w M&Ms is about 2. My dat The av verage am mount for r Red is 1. The ave erage am mount for r orange is 4. The av...
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...BUS 375 WK 4 Chapter 5,6 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-4-Chapter-56-Quiz-All-Possible-Questions-BUS3753.htm BUS 375 WK 4 Chapter 5,6 Quiz - All Possible Questions CHAPTER 5: MANAGEMENT FUNCTIONS (M) 1. Which one of the following is not one of the three steps of controlling? A. Monitoring B. Evaluating C. Authorizing D. Correcting (E) 2. According to Douglas McGregor, team members that require supervision, direction and threat of punishment for non-compliance are called _____ employees. A. Theory X B. Theory Y C. Theory Z D. Non-compliant (E) 3. William Ouchi’s approach that managers in Japanese companies have a better relationship with their subordinates falls under: A. Theory X B. Theory Y C. Theory Z D. Non-compliant (E) 4. Which of Maslow’s levels would be a motivational force for newly hired employees? A. Physiological B. Safety C. Social D. Self-esteem (M) 5. An employee who would turn down a promotion in order to remain as a project manager would most likely be at which level of Maslow’s hierarchy of needs? A. Safety B. Social C. Esteem D. Self-actualization (M) 6. Herzberg believed that the bottom three levels of Maslow’s hierarchy of needs are: A. Hygiene factors B. Satisfiers C. Dissatisfiers D. Esteem...
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...BUS 375 WK 4 Chapter 5,6 Quiz - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-375-WK-4-Chapter-56-Quiz-All-Possible-Questions-BUS3753.htm BUS 375 WK 4 Chapter 5,6 Quiz - All Possible Questions CHAPTER 5: MANAGEMENT FUNCTIONS (M) 1. Which one of the following is not one of the three steps of controlling? A. Monitoring B. Evaluating C. Authorizing D. Correcting (E) 2. According to Douglas McGregor, team members that require supervision, direction and threat of punishment for non-compliance are called _____ employees. A. Theory X B. Theory Y C. Theory Z D. Non-compliant (E) 3. William Ouchi’s approach that managers in Japanese companies have a better relationship with their subordinates falls under: A. Theory X B. Theory Y C. Theory Z D. Non-compliant (E) 4. Which of Maslow’s levels would be a motivational force for newly hired employees? A. Physiological B. Safety C. Social D. Self-esteem (M) 5. An employee who would turn down a promotion in order to remain as a project manager would most likely be at which level of Maslow’s hierarchy of needs? A. Safety B. Social C. Esteem D. Self-actualization (M) 6. Herzberg believed that the bottom three levels of Maslow’s hierarchy of needs are: A. Hygiene factors B. Satisfiers C. Dissatisfiers D. Esteem...
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...A Forrester Consulting Thought Leadership Paper Commissioned By IntraLinks Trends, Challenges, And Technology Use In A Changing M&A Environment M&A Management Tools — The Missing Link To Institutionalize M&A May 2010 Forrester Consulting Trends, Challenges, And Technology Use In A Changing M&A Environment Table Of Contents Executive Summary ............................................................................................................................................................................................2 The M&A Management Tools Market Is Still Nascent ...........................................................................................................................3 Trends And Challenges In A Changing M&A Environment ................................................................................................................4 Criteria For Successful Corporate M&A ......................................................................................................................................................8 Technology Use And Satisfaction In M&A .............................................................................................................................................. 12 Capabilities Of The Next-Generation M&A Management Tool ....................................................................................................... 15 Key Recommendations .........................................................
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...(Difficulty: E = Easy, M = Medium, and T = Tough) Multiple Choice: Problems (Note: MACRS accelerated depreciation rates should be given for many of these problems. These rates are provided in the text in Chapter 11, Table 11-2.) Easy: Investment outlay Answer: c Diff: E [i]. The Target Copy Company is contemplating the replacement of its old printing machine with a new model costing $60,000. The old machine, which originally cost $40,000, has 6 years of expected life remaining and a current book value of $30,000 versus a current market value of $24,000. Target's corporate tax rate is 40 percent. If Target sells the old machine at market value, what is the initial after-tax outlay for the new printing machine? a. -$22,180 b. -$30,000 c. -$33,600 d. -$36,000 e. -$40,000 Risk-adjusted discount rate Answer: c Diff: E [ii]. Dandy Product's overall weighted average required rate of return is 10 percent. Its yogurt division is riskier than average, its fresh produce division has average risk, and its institutional foods division has below-average risk. Dandy adjusts for both divisional and project risk by adding or subtracting 2 percentage points. Thus, the maximum adjustment is 4 percentage points. What is the risk-adjusted required rate of return for a low-risk project in the yogurt division? a. 6% b. 8% c. 10% d. 12% e. 14% Medium: [MACRS table required] New project NPV Answer: d...
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... * Project Plan Package * * * Prepared by: * Last Updated: 12/08/12 * Project Manager: * Business Manager: * * * * * TABLE OF CONTENTS User scope and requirements 3 Executive Summary (Scope/Service Description) 3 Business Case 3 Deliverables 3 Budget 3 Technical Requirements 4 Limitations & Exclusions 4 Project Sizing and Risk Assessment/ Risk Mitigation Plan 5 Procurement Plan 5 Milestones 5 Resource Plan 6 Project Plan 6 Project Communication Table 6 Communication Plan 7 Attachments/Appendices 8 * * * User Scope and Requirements * House renovations are services that both of us have done in the past and one of the reasons we have selected this as our project. Although our expertise level is novice it also is a project we enjoy. Learning more about the management aspect of this project is of interest to us both...
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...2 3 4 5 6 7 8 9 10 11 12 13 Task Mode Task Name Duration Start Finish Predecessors ug 3, '14 M T W T F S IT314_CamilleGabol_ePaymentApplication days 59.5 Project Initiation Analysis and Design Initial Software Package Software Package Evaluation Final Package Selection Implementation Services RFP Bidding Process and Vendor Implementation Vendor Award Software Installation User Acceptance Testing Communications and Web Site Cut-Over Final Implementation e-Payment Project Complete 10 days 15 days 2 days 5 days 4.5 days 3 wks 4 wks 5 days 2 wks 2 wks 3 days 40 hrs 0 days Thu 9/18/25 Thu 9/18/25 Thu 9/18/25 Thu 10/9/25 Mon 10/13/25 Mon 10/20/25 Fri 10/24/25 Fri 10/24/25 Fri 10/24/25 Fri 10/31/25 Fri 11/14/25 Fri 11/28/25 Wed 12/3/25 Wed 12/10/25 Wed 12/10/25 Wed 10/1/25 Wed 10/8/25 Fri 10/10/25 Fri 10/17/25 Fri 10/24/25 Fri 11/14/25 Fri 11/21/25 Fri 10/31/25 Fri 11/14/25 Fri 11/28/25 Wed 12/3/25 Wed 12/10/25 Wed 12/10/25 1,2 3 3,4 5 5 5 8 9 10 11 12,11 Task Split Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Progress Manual Progress Project: IT314_CamilleGabol_eP Date: Tue 8/5/14 Summary Project Summary Inactive Task Inactive Milestone Page 1 31, '25 T W T F S Sep 7, '25 S M T W T F S Sep 14, '25 S M T W T F S Sep 21, '25 S M T W T F S Sep 28, '25 S M T W ...
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...14.5 MW MAI HYDROPOWER PROJECT FEASIBILITY STUDY Submitted by : Alish Bamanu Kumud Adhikari Akash mahat Bishal Shrestha Kumar Jeeva Tamang Submitted to : Yalam vaidya Kings College Table of Contents: SUMMARY ....................................................................................................................................... 1 SALIENT FEATURES ...................................................................................................................... 2 1. PROJECT BACKGROUND .................................................................................................... 4 2. THE PROJECT AREA ............................................................................................................ 4 3. REPORT INVESTIGATIONS ...................................................................................................... 5 4. BASIC STUDIES ................................................................................................................. ... 7 4.1 HYDROLOGY AND SEDIMENT STUDY .................................................................................... 7 4.2 POWER MARKET ................................................................................................................. 8 4.3 GOVERNMENT POLICY ......................................................................................................... 8 4.4 GEOLOGICAL AND GEOTECHNICAL STUDIES .............................
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...Nothing more, nothing less. Be aware that there is a big difference between cash flow and accounting income. Two more aspects need to be considered when estimating cash flow. First, estimate cash flows on after-tax basis. Second, be sure to consider the cash flow when it occurs. For example, if you receive a bill today for goods and the payment date is in one month. To determine the relevant cash flows, consider the payment in one month and the month when you received the bill. 2. Estimate Cash Flow on an Incremental Basis When using the NPV rule, consider future cash flows only. These are those that follow after you have a project accepted. This is because the NPV depends on future cash flows only. You consider your investment in t0, of course (ie, today). A point to keep in mind when estimating the cash flow is to not be reluctant to invest money in a project that is going poorly when there will be a turnaround opportunity with a positive NPV. Some decision makers hesitate to throw good money after bad money without first considering the NPV and a potential...
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...technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (M) 9. In which...
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...where fname='John' and minit='B' and lname='Smith'; BDATE ADDRESS -------- ------------------------------ 65/01/09 731 Fondren, Houston, TX SQL> select fname,lname,address 2 from employee,department 3 where dname='Research' and 4 dnumber=dno; FNAME LNAME ADDRESS ------------------------------ ------------------------------ ------------------------------ John Smith 731 Fondren, Houston, TX Franklin Wong 638 Voss, Houton, TX Ramesh Narayan 975 Fire Oak, Humble, TX Joyco English 5631 Rice, Houston, TX SQL> select pnumber,dnum,lname,address,bdate 2 from project,department,employee 3 where dnum=dnumber and Mgr_ssn=ssn and plocation='Stafford'; PNUMBER DNUM LNAME ADDRESS BDATE ---------- ---------- ------------------------------ ------------------------------ -------- 10 4 Wallace 291 Berry, Bellaire, TX 41/06/20 30 4 Wallace 291 Berry, Bellaire, TX 41/06/20 SQL> select fname, employee.lname, address 2 from employee, department 3 where department.dname='research' and department.dnumber=employee.dno; 선택된 레코드가 없습니다. SQL>...
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...Bolton University RAK Campus – Vadim (Level 3) 1. Why do large projects sometimes fail? A project is considered a failure when it has not delivered what was required, in line with expectations. Therefore, in order to succeed, a project must deliver to cost, to quality, and on time; and it must deliver the benefits presented in the business case. The requirements for success are clear and absolute – right? Unfortunately, it's not that simple. Because the second part of our definition of success is that the project must be delivered "in line with expectations." If key stakeholders agreed that a project had to exceed its initial budget, the project may still be considered a success. Likewise, if a project delivered everything that was in the detailed project designs, it may still be considered a failure if it didn't include vital elements that the key stakeholders needed. This doesn't seem fair, but project success and failure isn't just about the facts, nor is it simply about what was delivered. It's also, crucially, about how the project is perceived. Reasons for Project Failure The wrong business requirements have been addressed If your project is set up to deliver the "wrong thing," it may be considered a failure even if everything is delivered on time, within budget, and to the required quality. This seems harsh. But if your project doesn't deliver what the organization really needs, this will inevitably negatively affect how it's perceived. This is why it's so important...
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...Candy Chromatography Abstract: The experiment is about is the green color in skittles and m and m s different .the hypothesis for this project is the skittles have more candy than the m and m s and because m and ms has nuts .the materials for this project is 2green skittles,2green m and m s ,aluminum foil,water,dropper,toothpick,pencil,2cofee filters,scissors,metric ruler, salt,2glasses,2mini binder clips, and 2straws.we are testing if the color in skittles and m and m s are darker or not. Question: How are the green colors in m and m s and skittles different? Hypothesis: I am trying to find out if the green color in skittles and m and m s are different or not. Introduction: Candy chromatography is how far a color travels .I’m going to make filter paper strips cut out rectangles make tiny pencil dots ,start removing the candies dyes drop 2 separate drops of water on a piece of foil. Materials * 2 green Skittles * 2 green M&M’s * Aluminum foil * Water * Dropper * Toothpicks * Pencil (not a pen!) * At least 2 coffee filters * Scissors * Metric ruler * Salt * 2 tall clear glasses or jars. * 2 mini binder clips (if you don’t have binder clips around, you can use tape) * 2 straws or skewers (or two more pencils if you are using tape) Procedure: 1. Make your filter paper...
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