...Modern GPUs use most of their transistors to do calculations related to 3D computer graphics. They were initially used to accelerate the memory-intensive work of texture mapping and rendering polygons, later adding units to accelerate geometric calculations such as the rotation and translation of vertices into different coordinate systems. Recent developments in GPUs include support for programmable shaders which can manipulate vertices and textures with many of the same operations supported by CPUs, oversampling and interpolation techniques to reduce aliasing, and very high-precision color spaces. Because most of these computations involve matrix and vector operations, engineers and scientists have increasingly studied the use of GPUs for non-graphical calculations. An example of GPUs being used non-graphically is the generation of Bitcoins, where the graphical processing unit is used to solve puzzles. In addition to the 3D hardware, today's GPUs include basic 2D acceleration and framebuffer capabilities (usually with a VGA compatibility mode). Newer cards like AMD/ATI HD5000-HD7000 even lack 2D acceleration, it has to be emulated by 3D hardware. [edit]GPU accelerated video decoding The ATI HD5470 GPU (above) features UVD 2.1 which enables it to decode AVC and VC-1 video formats- GPU from Vaio E series laptop Most GPUs made since 1995 support the YUV color space and hardware overlays, important for digital video playback, and many GPUs made since 2000 also support MPEG...
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...3D STREAMING TECHNOLOGY AND LIMITATIONS 3D films are not a new technology, but only recently have movies been brought into our homes thanks to the high capacity of Blu-Ray discs and because of new televisions that feature high refresh rates which show films at double the frame rate required for our eyes to distinguish motion. A 3D movie is really two entire movies shown at the same time, one that your left eye sees, and one for your right eye. Special glasses are required to switch between the two in a way that your brain perceives as three-dimensional. Because of this, twice as much data is needed for a 3D movie compared to a 2D one, which presents certain issues when trying to send this data over a medium such as the Internet. Thankfully, several technologies are emerging that will make this possible in the near future and that we believe Blockbuster is well positioned to take advantage of in order to offer 3D content streaming to their customers. The biggest factor of sending a movie over the Internet is the amount and type of compression that is used. It would be impossible to send a fully uncompressed high definition movie directly to your home, whether or not it is 3D, because the amount of data is staggering. In order to make the files smaller and able to be sent in small pieces, companies like Netflix use compression formats such as MPEG or AVI which use special technologies that result in smaller files. This involves limiting the bit depth for colors in a way...
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...Fast Training-Based Redundant Predictor Elimination Scheme for Intra Coding in H.264/AVC Tseng-Jung Lin, Kuo-Liang Chung, Po-Chun Chang, and Wei-Jen Yang National Taiwan University of Science and Technology, Taipei, Taiwan 10672, R. O. C. E-mail: {D9715002, k.l.chung, D9915014, wjyang}@mail.ntust.edu.tw Abstract—Currently, Laroche et al. presented an efficient method to eliminate redundant predictors for intra coding in H.264/AVC. Their proposed method has a bitrate advantage reduction under a low bitrate environment. In this paper, we present a fast training-based redundant predictor elimination scheme to enhance the execution-time performance while preserving similar bitrates. We first develop a new statistic training approach to construct a set of most similar predictor-pairs and determine the priority of each predictor. Based on the constructed predictor-pair set and the determined predictor priorities, we thus can efficiently eliminate the redundant predictors and preserve more frequently used ones, leading to the advantages of bitrate reduction and computation-saving. The results of experiments on the sixteen standard Video Coding Experts Group (VCEG) test sequences turn out that under similar bitrates, the average execution-time improvement ratio of the proposed scheme over Laroche et al.’s method can be more than 16.77%. I. I NTRODUCTION H.264/advanced video coding (AVC) [1], [6], [8], [10], established by the Joint Video Team (JVT) of ISO/IEC Moving Picture Experts...
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...MBA 643-17 April - May 2015 Problem-Solving Skills Assignment One Texas State sales Tax Forecasting Due Date May 22, 2015 A major source of revenue in Texas is a state sales tax on certain types of goods and services. Data are compiled and the state controller uses them to project future revenues for the state budget. One particular category of goods is classified as Retail Trade. Four years of quarterly data (in millions) for one particular area of southeast Texas follows. Quarter | YEAR 1 | YEAR 2 | YEAR 3 | YEAR 4 | 1 | 218 | 225 | 234 | 250 | 2 | 247 | 254 | 265 | 283 | 3 | 245 | 255 | 264 | 289 | 4 | 292 | 299 | 327 | 356 | 1. Compute seasonal indices for each quarter for year 5 based on CMA. Seasonal indices can be calculated using this formula: (sum of average value for Qx divided by number of data). Therefore seasonal indices for quarters in year five will be: Q1 = (88.148 + 88.51 + 87.98)/3 = 88.21% Q2 = (98.68 + 98.51 + 97.29)/3 = 98.16% Q3 = (97.46 + 98.31 + 96.17)/3 = 97.31% Q4 = (115.35 + 114.17 + 117.30)/3 = 115.6% 2. Deseasonalize the data and develop a trend line of the deseasonalized data. Quarter | Sales | Index | Deseasonalised data | 1 | 218 | 0.8821 | 247.1 | 2 | 247 | 0.9816 | 251.6 | 3 | 245 | 0.9716 | 252.2 | 4 | 292 | 1.1561 | 252.6 | 5 | 225 | 0.8821 | 255.1 | 6 | 254 | 0.9816 | 258.8 | 7 | 255 | 0.9716 | 262.5 | 8 | 299 | 1.1561 | 258.6 | 9 | 234 | 0.8821 | 265.3 | 10 | 265 | 0.9816 | 270...
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...present value of a preferred stock is: PVstock = 750.04 = $1.875 6. Table: Q | B(Q) | C(Q) | N(Q) | MB(Q) | MC(Q) | MNB(Q) | 100 | 1200 | 950 | 250 | 210 | 40 | 170 | 101 | 1400 | 1000 | 400 | 200 | 50 | 150 | 102 | 1590 | 1060 | 530 | 190 | 60 | 130 | 103 | 1770 | 1130 | 640 | 180 | 70 | 110 | 104 | 1940 | 1210 | 730 | 170 | 80 | 90 | 105 | 2100 | 1300 | 800 | 160 | 90 | 70 | 106 | 2250 | 1400 | 850 | 150 | 100 | 50 | 107 | 2390 | 1510 | 880 | 140 | 110 | 30 | 108 | 2520 | 1630 | 890 | 130 | 120 | 10 | 109 | 2640 | 1760 | 880 | 120 | 130 | -10 | 110 | 2750 | 1900 | 850 | 110 | 140 | -30 | A. Net benefits are maximized at Q = 108 B. MC is slightly less than MB 7. A. Net present value of attending MBA is equal to the present value...
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...PEPPERDINE UNIVERSITY THE GEORGE L. GRAZIADIO SCHOOL OF BUSINESS AND MANAGEMENT LEN RUSHFIELD MBA 610.63 INTERNATIONAL FINANCE SPRING 2005 WEDNESDAY 6:00 PM – 10:00 PM WESTLAKE VILLAGE CENTER SYLLABUS 1 International Finance MBA 610.63 Westlake Village Center Wednesday 1/5-2/16/05 Len Rushfield (310) 474-5848 (603) 843-9683 (efax) leonard.rushfield@pepperdine.edu/ asiaptner@aol.com Course Objectives MBA 610.63 is intended to provide a foundation of understanding of international finance and the critical options for corporate financial management within the global markets. Intensive reading will establish the basis of information on international financial structure, processes and techniques. Cases will identify important real issues and provide experience in understanding alternative solutions and developing methods to reach these solutions. Course Description The course explores the responsibilities of financial managers of multinational firms or firms with multinational affiliates, suppliers, or product markets. Topics covered emphasize exchange rate risks and hedging using derivative securities such as futures contracts, forward contracts and options. International payment mechanisms and financing and trade strategies are examined and applied in a shareholder-value maximization framework. Texts and Course Materials Fundamentals of Multinational Finance, 2003, Moffett, Stonehill and Eiteman; Addison Wesley; ISBN-0-201-84484-2. Cases in International Finance, 2000;...
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...ALPTUĞ YILDIRIM |Girne Mahallesi Irmak Sokak No:62 Daire:12 | |Maltepe / İstanbul | PERSONAL INFORMATION : Birth Date and Place : 17.03.1989 Amasya Nationality : T.C. Marital Status : Single Mobile No : +90 549 775 96 24 E-mail : alptugyildirim@hotmail.com Military Service : Hold due to Post Graduate Driving Licence : B - 2007 EDUCATIONAL BACKGROUND : 2014 – 2016 Thesis – Improvement of SME’s technical problem solving capability,Modelling Approach 2012 - 2014 Yeditepe Üniversitesi - MBA 2007 - 2011 Kocaeli Üniversitesi – Bsc. Mechanical Engineering 2003 – 2007 Amasya Anadolu Öğretmen Lisesi – Mathematics & Science WORK EXPERIENCES : Maintenance Engineer Unilever – November 2012, cont. - Lead shift maintenance team in factory - Ensure that the production is done according to Unilever standards and legal requirements with required quality, quantity, time and cost. - Ensure that occupational and food safety standards are implemented consistently. - Participate in new projects and periodic maintenance plans to provide continuous production - Lead new equipment commissioning and start-up stages. - Lead Planned Maintenance activities in production lines to improve performance with TPM and involve in training activities of blue-collar workers. - Involve in kaizen projects to eliminate losses and to increase machine efficiencies ...
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...MBA 6301, Business Ethics Course Syllabus Course Description Explores the role of individual, business, and government activities related to ethically responsible commerce and socially beneficial business activity. Prerequisites None Course Textbook Stanwick, P. A., & Stanwick, S. D. (2014). Understanding business ethics (2nd ed.). Thousand Oaks, CA: Sage. Course Learning Outcomes Upon completion of this course, students should be able to: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Analyze the concepts of business ethics from a personal and an organizational perspective. Assess the ethical issues facing business leaders. Evaluate and distinguish between the concepts of social responsibility, integrity, and business ethics. Explain the framework required to make ethical decisions in today's business environment and how it improves the business climate. Summarize how moral philosophies, on a corporate and individual level, influence ethical decision-making in business. Analyze the influence of corporate culture, including leadership, power, and motivation, on business ethics in the workplace. Explain the pressures that influence ethical decision making in the organization. Evaluate the need for ethical standards, codes of ethics and practices in business. Assess the auditing process to assure ethical practices are being followed. Analyze the role that culture plays in global business ethics. Credits Upon completion of this course, the students...
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...Preface This report investigates how Samsung was able to build a competitive advantage in the global memory chip industry and what steps it should take to sustain its advantage in the face of the imminent threat of Chinese competition. Analysis of Samsung’s business strategy and competitive advantage Porter’s 5 forces model in Exhibit 1 is used to analyze the global memory chip industry and Samsung’s strategy to date. Samsung had become the dominant player in the global memory chip industry and was able to increase the gap from other competitors in terms of technology and market share by following the below strategy. 1. Aggressive investments in R&D The memory chip industry is technology driven. A significant investment is required in R&D at the product design stage. As illustrated in exhibit 1 Samsung Electronics had maintained its technology leadership by outspending its rivals in R&D by over 1.5 to 20 times from 1998 to 2003 (Exhibit 3), which was possible thanks to the Samsung group’s diversified portfolio that allowed it the take calculated financial risks. Since Samsung was able to create and maintain technology leadership it was able to earn a very high premium at the initial stages of a new product to recover its initial investment and if competitors began producing the same product it could aggressively lower prices to make it difficult for followers to stay in the competition. 2. Differentiation Faced with the challenge that the DRAM industry...
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...Directories www.ijmra.us July 2012 Volume-2, Issue-7 Chief Patron Dr. JOSE G. VARGAS-HERNANDEZ Member of the National System of Researchers, Mexico Research professor at University Center of Economic and Managerial Sciences, University of Guadalajara Director of Mass Media at Ayuntamiento de Cd. Guzman Ex. director of Centro de Capacitacion y Adiestramiento Patron Dr. Mohammad Reza Noruzi PhD: Public Administration, Public Sector Policy Making Management, Tarbiat Modarres University, Tehran, Iran Faculty of Economics and Management, Tarbiat Modarres University, Tehran, Iran Young Researchers' Club Member, Islamic Azad University, Bonab, Iran Chief Advisors Dr. NAGENDRA. S. Senior Asst. Professor, Department of MBA, Mangalore Institute of Technology and Engineering, Moodabidri Dr. SUNIL KUMAR MISHRA Associate Professor, Dronacharya College of Engineering, Gurgaon, INDIA Mr. GARRY TAN WEI HAN Lecturer and Chairperson (Centre for Business and Management), Department of Marketing, University Tunku Abdul Rahman, MALAYSIA MS. R. KAVITHA Assistant Professor, Aloysius Institute of Management and Information, Mangalore, INDIA Dr. A. JUSTIN DIRAVIAM Assistant Professor, Dept. of Computer Science and Engineering, Sardar Raja College of Engineering, Alangulam Tirunelveli, TAMIL NADU, INDIA Dr. Krishan kumar Dean, School of Life Sciences, Singhania University Rajasthan, INDIA A Monthly Double-Blind Peer Reviewed Refereed Open Access...
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...4179 APRIL 6, 2010 THOMAS R. PIPER JEFFREY DEVOLDER Jones Electrical Distribution After several years of rapid growth, in the spring of 2007 Jones Electrical Distribution anticipated a further substantial increase in sales. Despite good profits, the company had experienced a shortage of cash and had found it necessary to increase its borrowing from Metropolitan Bank—a local onebranch bank—to $250,000 in 2006. The maximum loan that Metropolitan would make to any one borrower was $250,000, and Jones had been able to stay within the limit only by relying very heavily on trade credit from the manufacturers from whom Jones purchased the electrical products it sold to its customers. Nelson Jones, sole owner and president of the company, was therefore looking elsewhere for a new banking relationship that would allow him to negotiate a larger loan. Jim Lyons, a homebuilder who was a friend of Jones, introduced Jones to Rachel Montrose, Lyons’s relationship officer at the local branch of Southern Bank & Trust—a large, regional bank. Southern had a 7-year relationship with Lyons, including a current loan balance of over $3 million. Jones and Montrose tentatively discussed the possibility that Southern might extend a line of credit to Jones up to a maximum amount of $350,000. Jones thought that a loan of this size would more than meet his needs for at least the next year, and he was eager for the flexibility that a line of credit of this size would provide. After discussion, Montrose...
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...368 Academy of Management Journal June Levy, P., & Pugh, D. Scaling and multivariate analysis in the study of organizational variables. Sociology, 1969, 3(2), 193-213. Litwin, G. H., & Stringer, R. A., Jr. Motivation and organizational climate. Boston: Harvard University Press, 1968. Mohr, L. B. Determinants of innovation in organizations. American Political Science Review, 1969, 63, 111-126. Palumbo, D. Power and role speciflcity in organization theory. Public Administration Review, 1969, 29, 237-248. Paolillo, J. G. Technological innovation in organizational R&D subsystems. Unpublished Ph.D. dissertation. University of Oregon, 1977. Paolillo, J. G., & Brown, W. B. How organizational factors affect R and D innovation. Research Management, 1978, 7, 12-15. Pritchard, R. D., & Karasick, B. W. The effects of organizational climate on managerial job performance and job satisfaction. Organizational Behavior and Human Performance, 1973, 9, 126-146. Rogers, E. M., & Eveland, J. D. Diffusion: Communication and innovation in organizations. In P. Kelly & M. Kranzbert (Eds.), Aspects of technological innovation. Atlanta: Advanced Technology and Science Studies, Georgia Institute of Technology, 1975, 301-368. Sapolsky, H. M. Organizational structure and innovation. The Journal of Business, 1967,40, 497-510. Vegso, R. W. Organizational characteristics that influence innovative behavior. Unpublished Ph.D. dissertation. University of Cincinnati, 1976. Zaltman, G., Duncan, R., & Holbeck, J...
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...University of International Business & Economics School of Business MBA Fall Course MARKETING MANAGEMENT Syllabus 营销管理教学大纲 授课时间 2011年9月-2012年1月 教 师 熊 伟 学 生 Full-time MBA 2011 E-mail 发布课件 mkt_mba_full@126.com 提交作业 mkt_mba_xw@126.com Tel 10-64494372 1. Outline and Objectives Marketing Management is a core subject in the business program, and it has been designed for those students majoring in Marketing, as well as those taking this course as their formal, academic venture into this discipline. Participants in the program would be expected to recognize that marketing is a total system of business action and should be seen as the key element in the running of any business. This course could enable students to better appreciate the role of marketing in individual firms as well as in the wider community by exposing them to theories and basic concepts. Upon completion of this course, it is expected that students should: be able to identify and explain the important concepts in marketing; understand how marketing integrates with other areas of business, especially in a dynamic business environment; be able to apply these concepts in case situations, particularly in a Chinese context and, therefore, to enhance competence in the analysis of real world’s marketing; develop the ability to confidently and meaningfully analyze marketing problems; be equipped with...
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...MBA PROJECT TITLES Check out this comprehensive collection of MBA project titles at a2zmba.com. Learn how to do your project better and easily...MBA Projects made easy.. Get help for your MBA project from a2zmba users here. Post your project related queries here.. 1. Product strategies of private life insurance companies 2. A study on "why companies should go for outsourcing" 3. Effectiveness of advertising on real estate sector 4. Study on consumer expectations and perceptions towards consumer loans 5. Workers attrition rate at hotel industry is increasing. Study regarding this issue 6. Attrition rates at different sectors 7. Effectiveness and scope of employee referrals in the process of talent sourcing 8. Study of training needs across different industries 9. Study on creation of luxury brand 10. Strategies used to build successful Internet based customer services 11. Measuring the effectiveness of retail banking of a nationalised bank compared to a MNC 12. Conspicuous consumption 13. Study of awareness and acceptibility of UPVC windows and door systems 14. Opportunities of Financing the NANO's in Bangalore 15. Changing trends in FMCG industry in India 16. A study of best HR practices in service industry 17. Fundamental analysis of Indian telecom companies 18. Study of consumer behaviour in automobile industry 19. customer buying behaviour towards insurance products 20. Promotion strategies followed in Insurance sector 21. Study on changing consumer preference...
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...UNIVERSITY OF MALAWI THE POLYTECHNIC FACULTY OF MANAGEMENT STUDIES MBA GROUP 16 PROGAM HUMAN RESOURCES MANAGEMENT Alignment of Mis-Alignment of HR Strategies in an Organisation PRESENTED BY: PRESENTED TO: DATE : Human resource management (HRM) is in its simplest form how the human resource within an organisation is managed in line with the organisations strategic goals. The management of Human resources starts from the recruitment of the employees and then moves on to the management of these employees. It is a function within an organisation that deals with the hiring of employees, the compensation of these employees, management of the employees performance, the wellbeing of the employees etc. Storey (1995) defines HRM as a distinctive approach to employment which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. A key thing to note in the definition is the strategic deployment of a highly committed and capable workforce in order to achieve competitive advantage. This definition leads us to one of the other fundamental concepts in HRM: Strategic Human Resource Management (SHRM) or also referred to as Human Resource Strategy. Various authors have attributed the emergence of SHRM in the field of HRM as one of the reasons why HRM has become so fundamental towards the attainment of the business strategy...
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