...Autumn 15-16 Course Schedule Monday/Friday Class Sect OB 372 01 Tuesday/Thursday Class GSBGEN 566 GSBGEN 566 Sect 01 02 Tuesday/Thursday Class Sect STRAMGT 353 01 STRAMGT 353 02 STRAMGT 355 01 STRAMGT 510 01 STRAMGT 510 02 Tuesday/Thursday Class FINANCE 319 FINANCE 329 Sect 01 01 STRAMGT 355 02 Tuesday/Thursday Class Sect STRAMGT 353 03 Tuesday/Thursday Class OB 363 Sect 01 Mid-Morning Class Nbr Units Title HIGH PERFORMANCE 27305 4 LEADERSHIP Instructors Times Location David Bradford 10:00 AM - 11:45 AM Instructors Mark Leslie, Peter Levine Mark Leslie, Peter Levine Times Location 08:00 AM - 09:45 AM* 08:00 AM - 09:45 AM^ Instructors Jim Ellis, Jeffrey Chambers, Michael Child Times Mark Leslie, Kirk Bowman 10:00 AM - 11:45 AM Joel Peterson 10:00 AM - 11:45 AM H. Grousbeck 10:00 AM - 11:45 AM* H. Grousbeck 10:00 AM - 11:45 AM^ Instructors Jack McDonald Jack McDonald Times 01:30 PM - 02:50 PM 01:30 PM - 02:50 PM Peter Kelly 01:30 PM - 02:50 PM Instructors Times Robert Siegel, Scott Brady 04:30 PM - 06:15 PM Morning Class Nbr Units Title 27315 2 REAL-LIFE ETHICS 27316 2 REAL-LIFE ETHICS Mid-Morning Class Nbr Units Title ENTRE: FORMATION NEW 27325 4 VENTURES ENTRE: FORMATION NEW 27326 4 VENTURES MANAGING GROWING 27303 4 ENTERPRISES CONVERSATIONS IN 27296 2 MANAGEMENT CONVERSATIONS IN 27297 ...
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...Courtney Haines MGMT 341 December 9, 2015 Case Study 12.1 Rambo Goes Violent Violence in the workplace can happen in any type of work environment with any type of employees. Some violence indicators an employee might display violent or destructive due to different levels of stress that are having. They can show signs of stress by any changes in a person’s behavior patterns, and increase in destructive behavior at the workplace, outburst and emotional phases, cursing, becoming isolated and blaming other employees. Another indicator of workplace violence is the facial expressions that are shown on one’s face. This is an uncontrollable thing because nonverbal communication is natural and you cannot hide turning red, shaking or having impulsive gestures. Not only can you experience violence nonverbally, but you can verbally as well. Some things that could be said by one employee to another such as making comments through threats or references to any type of violence can be very offensive. Some actions management can take to help prevent workplace violence is to state that the company maintains a zero tolerance policy for violent or aggressive behaviors in the workplace. If there are any violent behaviors noticed by anyone in the organization, inform the worker experiencing the violence on the company’s procedure that they should follow. Another way you can help prevent this is by having the policy in the employee’s handbook so they have access to the information about what to do...
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...Does your career plan include a world of lifelong success? Program of Professional Studies THE CERTIFIED GENERAL ACCOUNTANTS ASSOCIATION OF BRITISH COLUMBIA We see more than numbers. Choose a career that places you on the path to lifelong success. It’s all about opportunity. Accounting professionals can work in any sector, anywhere in the world. And when you choose CGA, you’ll gain the leadership, problem-solving and technical skills that are sought after by organizations in the private, public and not-for-profit sectors. The CGA Program of Professional Studies gives you the tools to succeed in business, no matter where your career takes you. You’ll enter the workforce with the applied knowledge and demonstrated expertise that employers want, including specialized technical knowledge, sectorspecific competencies, problem-solving skills and the ethical integrity to lead. CGA’s competency-based curriculum is simply your best way to prepare for a rewarding career in financial management. Flexible study options and the freedom to choose the career you want CGA is all about choice. You choose the professional-studies path and real-world experience that best match your career goals and interests. We give you the skills and freedom to work in any type of organization, in any industry, at any level of management. With a CGA designation, your opportunities—both professional and personal, at home and around the world—are limitless. Take your place as a highly respected...
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...MGMT 341 - Ethics in Business Professor Gini Fall 2014 Final Study Guide Prompt #2 • What is leadership? • How would you define a leader? • In your estimation, what are the five key jobs, tasks, and/or responsibilities of being a leader. • Besides B. Clinton, A. Lincoln, G. Washington, or your parents give me a personal example of a good leader. • Why is the Enron case a bad example of leadership? • Why is the Malden Mills case a good example of leadership? Outline What Is Leadership? • Leadership is about inspiring others with confidence to accomplish the vision of the leader, organization, and community. • There is no correct definition of leadership. Leadership is a concept that we are fascinated by yet it is one of the least understood phenomenas of humanity. • Leadership is a trait that can be learned and enhanced with experience, however it is not something that can be just given, otherwise it will lead to failure. Leadership is a talent, like playing the piano, it takes time to cultivate leadership to become effective at inspiring others, much like it takes time for a pianist to be able to stroke the keys perfectly to Mozart’s Requiem. • “Putting a man in charge and calling him a leader is like giving a man a Bible and calling him a preacher. Bestowing the title, doesn't bestow the talent.” - Price Pritchett How would you define a leader? • Leaders have an ability to influence their followers with confidence through effective communication. • Leaders are teachers that set...
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...MGMT 6332 Compensation Final Exam 1. What are the behaviors that compensation ought to enforce? The first behavior compensation ought to enforce is that it must be attractive in order to recruit and hire high quality employees. Another behavior compensation ought to enforce is to make sure it is used in order to retain those high quality employees they recruited. It should also help to develop employee knowledge and skills and help to motivate the employees to perform to their highest ability while on the job (Milkovich, 2014, pg. 208-213). 2. Explain how personality characteristics can influence an employee's preference for rewards. Candidates are looking for jobs with reward systems that fit with their personalities. People that are more concerned with material things will be more concerned with the salary of a job, and people that have low self-esteem will most likely choose a larger organization that does not pay based on performance. On the other hand, those talented, outgoing, go-getter type personalities that like to take risks are more likely to choose an organization that pays for performance. Lastly, there are also people who are more individualists who would prefer to be in an organization where pay is based on individual performance rather than on group performance (Milkovich, 2014, pg. 317). 3. What are the four standards managers need to focus on when designing a pay-for performance system? There are four standards managers need to focus on wen designing...
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...MGMT 497 – ITM CORPORATION TWO YEAR PLAN IN THE MIDDLE INCORPORATED World 11 Team 1 Final Corporate Report Laura Angel Chial Jung Gisela Mino Carlos Nabor Hien Pham Marlene Sotelo Dr. Kwong World 11 Team 1 Fall 2013 1 MGMT 497 – ITM CORPORATION TWO YEAR PLAN Table of Contents SECTION 1 INTRODUCTION ................................................................................................................. 5 SECTION 2 CORPORATE CHARTER ...................................................................................................... 6 SECTION 3 INDUSTRY ANALYSIS AND OBJECTIVES .......................................................................... 8 3.1 Industry Analysis .......................................................................................................................... 8 3.2 Weighting Factors ....................................................................................................................... 14 3.3 Goals and Objectives .....
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...RECRUITMENT MATRIX HCS 341 September 12, 2011 RECRUITMENT MATRIX |Recruitment Strategy or Method |External or Internal |Appropriateness for Health Care | |Referrals from current | | | |employees |Referrals from current employees can |Recruiting by means of current employees is| | |involve candidates within the organization |a practical and appropriate strategy for | |Referrals from current employees help with |or outside. Hiring employees referred from|healthcare because human resources can use | |the recruitment process in positive ways. |a current employee outside the organization|the current employee as a reference check. | |Current employee referral programs provide |can have a positive impact for an |Current employees who recruit a candidate | |an incentive for current employees to bring|organization. One of the positive impacts |may have worked with the individual in a | |in reliable candidates (Gomez-Mejia et al.,|includes retaining a long-term employee who|previous job or may be someone they are | |Chapter 5, 2010). The current employee |has a positive outlook about the company |involved with on a professional level. The| |could be eligible for a recruitment bonus, |from the current employee (Gomez-Mejia...
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...Transforming Lives Communities The Nation …One Student at a Time Disclaimer Academic programmes, requirements, courses, tuition, and fee schedules listed in this catalogue are subject to change at any time at the discretion of the Management and Board of Trustees of the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT). The COSTAATT Catalogue is the authoritative source for information on the College’s policies, programmes and services. Programme information in this catalogue is effective from September 2010. Students who commenced studies at the College prior to this date, are to be guided by programme requirements as stipulated by the relevant department. Updates on the schedule of classes and changes in academic policies, degree requirements, fees, new course offerings, and other information will be issued by the Office of the Registrar. Students are advised to consult with their departmental academic advisors at least once per semester, regarding their course of study. The policies, rules and regulations of the College are informed by the laws of the Republic of Trinidad and Tobago. iii Table of Contents PG 9 PG 9 PG 10 PG 11 PG 11 PG 12 PG 12 PG 13 PG 14 PG 14 PG 14 PG 14 PG 15 PG 17 PG 18 PG 20 PG 20 PG 20 PG 21 PG 22 PG 22 PG 22 PG 23 PG 23 PG 23 PG 23 PG 24 PG 24 PG 24 PG 24 PG 25 PG 25 PG 25 PG 26 PG 26 PG 26 PG 26 PG 26 PG 26 PG 27 PG 27 PG 27 PG 27 PG 27 PG 27 PG 28 PG 28 PG 28 PG 28 PG 28 PG 33 PG 37 Vision Mission President’s...
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...HG AFTER GATE GUIDE 2015 ENGISTAN.COM From Team Engistan Desk Dear students, As the GATE 2015 is over, now the next step is to apply for M.Tech courses (through GATE 2014/2015 or NON GATE exam 2015 ) and for PSU’s recruiting through GATE score which is quite complicated. To make M.Tech and PSU application process easy for students engistan.com have launched this After Gate Guide 2015 which contain cutoff analysis of IITs, NITs, IIITs, regional colleges etc, written test and interview preparation tips, complete information about PSUs, Preference Order of Institutes & Disciplines, Career options after gate exam at one place. One thing we want to highlight is scoring high in gate exam does not grantee your admission in IIT or a job in PSU, remember the battle is still on. Keep revising basic concepts regularly for interview and written test (for M.tech and PSU both), both got weight age of 30% or more in complete selection procedure. Preference Order of Institutes & Disciplines we have provided are on the basis of previous year cutoffs (2012, 2013 and 2014), Faculty, Infrastructure and Application, Research Collaborations, Placements, Industry Linkages, Quality of Students. So you are free to choose any college or discipline. We gave you a rough guideline for M.tech Admissions and PSU recruitments. And we advice students to read this guide thoroughly. These few pages will serve as a quick reference guide for top institutes (and PSUs) and their selection process. With Best wishes...
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...American-Eurasian J. Agric. & Environ. Sci., 5 (3): 313-321, 2009 ISSN 1818-6769 © IDOSI Publications, 2009 Application of Project Scheduling in Agriculture (Case Study: Grape Garden Stabilization) S.M. Fahimifard and A.A. Kehkha Department of Agricultural Economics Engineering, University of Zabol, Zabol, Iran Abstract: Some activities of project are critical in the sense that delay in their commencement will delay the overall project completion time. Therefore, management and scheduling of projects is inevitable. In this paper, project scheduling in agriculture, for establishing 300 hectares grape garden in Agricultural Research Center of University of Zabol, is carried out by CPM (Critical Path Method) and PERT (Program Evaluation Review Technique) methods. Results show that the minimum completion time of this project, based on using Normal time and PERT method is 390 days and 364.67 days, respectively. Also the results obtained from employing CPM method indicate that the cost of reducing the project completion time to 365 days is 23643530 Rials. Key words: Project scheduling % CPM % PERT % Agriculture INTRODUCTION Project scheduling and control refers to the planning, scheduling and control of projects, which consist of numerous activities. In the other words, Scheduling issue is a frequent task in the control of various systems such as manufacturing processes [1], project management [2] and service system control (reservation systems, timetabling). Examples can be found...
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...VINCENNES UNIVERSITY CATALOG Vol. LXIX August, 2010 No. 61 A COMPREHENSIVE TWO-YEAR COLLEGE OFFERING ASSOCIATE DEGREES IN THE LIBERAL ARTS, SCIENCES, EDUCATION, ENGINEERING, AND TECHNOLOGY AND OFFERING BACCALAUREATE DEGREES IN SPECIALIZED AREAS Accreditation The North Central Association of Colleges and Schools 30 North LaSalle Street, Suite 2400, Chicago, IL 60602 (312) 263-0456 www.ncacihe.org FAX 312-263-7462 Accreditation Review Council on Education in Surgical Technology and Surgical Assisting American Bar Association American Board of Funeral Service Education American Health Information Management Association Association of Collegiate Business Schools and Programs Commission on Accreditation of Allied Health Educational Programs Commission on Accreditation in Physical Therapy Education Federal Aviation Administration Higher Education Coordinating Board of the State of Washington Indiana State Board of Nursing Joint Review Committee on Education In Radiologic Technology National Alliance of Concurrent Enrollment Partnerships National Association of Schools of Art and Design National Association of Schools of Theatre National League for Nursing Accrediting Commission Printing Industries of America, Inc. Approved for Veterans Membership The American Association of Community Colleges Aviation Technician Education Council The Council of North Central Two Year Colleges The Higher Education Transfer Alliance The National Academic Advising Association The North Central Association...
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...Journal of Operations Management 29 (2011) 329–342 Contents lists available at ScienceDirect Journal of Operations Management journal homepage: www.elsevier.com/locate/jom Qualitative case studies in operations management: Trends, research outcomes, and future research implications Mark Barratt, Thomas Y. Choi ∗ , Mei Li Department of Supply Chain Management, W. P. Carey School of Business, Arizona State University, Tempe, AZ 85287-4706, United States a r t i c l e i n f o a b s t r a c t Our study examines the state of qualitative case studies in operations management. Five main operations management journals are included for their impact on the field. They are in alphabetical order: Decision Sciences, International Journal of Operations and Production Management, Journal of Operations Management, Management Science, and Production and Operations Management. The qualitative case studies chosen were published between 1992 and 2007. With an increasing trend toward using more qualitative case studies, there have been meaningful and significant contributions to the field of operations management, especially in the area of theory building. However, in many of the qualitative case studies we reviewed, sufficient details in research design, data collection, and data analysis were missing. For instance, there are studies that do not offer sampling logic or a description of the analysis through which research outcomes are drawn. Further, research protocols for doing...
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...Financial Statements Analysis Project By Mayra Mangual Contents Research Summary 3 Appendix B: Research Summary 3 About Kohl’s Corporation 5 Inventory cost-flow assumption 7 Depreciation method 7 Major Operating Segments 7 DuPont analysis of Competitors 8 Company News 9 Financial Statement Analysis 10 Balance Sheet Analysis 10 Income Statement 13 Statement of Cash flows 16 Asset Management 17 Ratio Analysis 20 Appendix 1: 24 Consolidated Statement of Financial Position 24 Consolidated Statement of Operations 256 Consolidated Statement of Cash Flows 267 Appendix 2 278 Excel Input and output data 28 Appendix 3 35 Dupont Analysis of Competitors 35 Research Summary Appendix B: Research Summary Prepared by: Mayra Mangual Date: May 1, 2014 1. Industry Name: Retail Industry 2. Company Name: Kohl’s Corporation 3. KOHL’S ANALYSIS Profitability (Strong / Average / Weak) How does your company make money? The profitability of the Company is average as it has profitable operations but it has decreased by approximately $97 million from 2013 to 2014. The Company is earning most of its profits from the retail business which is sustainable because of the retail network established along with the brand equity of the Company. | Financial (Risk) (Low risk / Average / High risk) The financial risk of the Company has increased...
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...December 2015 - FINAL EXAMINATION SCHEDULE Please verify the location of your exam below. CAREFULLY ensure that you note the correct room according to your LAST NAME ACCT Sec Title ACCT 351 001 Intermediate Financial Acct 1 ACCT 351 Time Prof. FROM Dec 21 6 pm Tsang Aaa - Zzz GYM main gym 20-30 002 Intermediate Financial Acct 1 Dec 21 6 pm Tsang Aaa - Zzz GYM main gym 20-30 ACCT 351 003 Intermediate Financial Acct 1 Dec 21 6 pm Tsang Aaa - Zzz GYM main gym 20-30 ACCT 352 001 Intermediate Financial Acct 2 Dec 21 9 am Cecere Aaa - Zzz ENGTR 0100 ACCT 354 001 Financial Statement Analysis Dec 22 2 pm Scott Aaa - Zzz GYM Fieldhouse 28-31 ACCT 354 002 Financial Statement Analysis Dec 22 2 pm Scott Aaa - Zzz GYM Fieldhouse 28-31 ACCT 361 001 Management Accounting Dec 11 2 pm Parent Aaa - Zzz GYM main gym 1-11 ACCT 361 002 Management Accounting Dec 11 2 pm Parent Aaa - Zzz GYM main gym 1-11 ACCT 361 003 Management Accounting Dec 11 2 pm Parent Aaa - Zzz GYM main gym 1-11 ACCT 362 001 Cost Accounting Dec 17 2 pm Levy Aaa - Zzz GYM Studio 1 1-3 ACCT 385 001 Principles of Taxation Dec 15 2 pm Goldsman Aaa - Zzz GYM BLEACHERS 1-5 ACCT 385 002 Principles of Taxation Dec 15 2 pm Goldsman Aaa - Zzz GYM BLEACHERS 1-5 ACCT 453 001 Advanced Financial Accountin Dec 14 9 am Scott Aaa - Zzz GYM main gym ACCT 463 001 Management Control Dec 11 2 pm Levy Aaa - Zzz GYM Studio 2...
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...Seagate Technology Buyout March 22, 2006 By: Rachel Cluck Beth Crocker Heather Preston Jessica Seal Table of Contents Introduction............................................................................3 Objectives ..............................................................................3 Overview................................................................................4 Alternatives – How to Address Seagate’s Low Stock Price ..5 Do Nothing.............................................................................6 Unload all VERITAS Stake ...................................................7 Sell to Other Investors ...........................................................7 Horizontal Merger or Buyout.................................................7 Vertical Integration ................................................................8 Leveraged Buyouts ............................................................. 10 The Discounted Cash Flow Model ..................................... 11 The Leveraged Buyout Model ............................................ 12 The SML Approach ............................................................ 13 LBO Price ........................................................................... 14 Capital Structure Proposed ................................................. 15 Payback Period for Silver Lake .......................................... 17 Shareholders’ Approval ................................................
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