...Managing Change Paper Part I Managing Change Paper Part I Intro In recent years, the world has seen significant changes in technology. With new technology come new challenges. One of those new challenges is identity theft. Identity theft can happen through the internet, ATM, emails, or even a phone. Identity theft can happen when any person(s) takes an individual’s information, such as their Social Security number, or even banking information for financial gain. “Close to 100 million Americans have their personal information placed at risk of theft each year when records in databases are lost, stolen or accessed by unauthorized individuals” (Information systems and technology, n.d.). Identity theft not only costs the person, whose identity is stolen, time and money but also costs the banking industry time and money. There are so many ways that thieves can access your information whether it is your credit cards, savings accounts or checking accounts. Banks spend countless hours trying to find the most ways to fight and prevent identity theft. Banks must constantly update their computer software and use programs that will not only send red flags to the banks but will also block the use of the information or cards. Team B has chosen to see what changes SunTrust Bank needs to make to combat identity theft or improve on what is already in place. Continuous Versus the Discontinuous Changes SunTrust Bank currently offers 24 hour around the clock monitoring for identity thief...
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...Week 2 Team Assignment Anthea Goolgar-Mccalla MGT/426 July 16,2014 Martha Stanislas Week 2 Team Assignment This writer was asked to describe the cycle of change, and the specific change that needs to occur within the cycle of change. What is change? according to (businessdictinary.com, n/a) “change is to make something different.” The change cycle is a process/ movement of doing something. The change cycle review the process of why something is needed to be done it also enhance the process and create efficiency, it helps the individual to communicate efficiency and accurately. The change cycle helps you to understand the following when a change is taken place. Why a change is needed at this precise moment, is this change beneficial or not, would it be cost effective or not, last but not least when will it be done and is it the timing right for the change that’s taking place. The first cycle of change are planning in everything you do there has to be a plan in order to be successful the second step is implement, you would then need to figure out how are you going to put this plan into action, then thirdly you will need to measure your plan, basically you will need to observe and value this plan last but not least you will need to evaluate your plan this is the process where you measure the extent to see if your targets are on point and will you be able to meet your target, and at this point you are able to see issues and problem that may arise, the factors that affect or...
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...Forecasting Methods Assignment University of Phoenix MGT 554: Operations Management Steven Williams August 28, 2006 Introduction Forecasting can be defined as Estimating or predicting future events or conditions. Forecasts may be long-term or short-term. The techniques used may be quantitative (often making sue of computers) or qualitative. Quantitative forecasting models may be classified into (a) causal models in which independent variables are used to forecast dependent variables, and (b) time series models, which produce forecasts by extrapolating the historical values of the variables of interest by, e.g., moving averages. Seasonal Model Seasonality is a pattern that repeats for each period. For example annual seasonal pattern has a cycle that is 12 periods long, if the periods are months, or 4 periods long if the periods are quarters. The seasonal index is required to be found for each month, or other periods, such as quarter, week depending on the data availability (Hossein, 1994-2006). Seasonal Index: Seasonal index represents the extent of seasonal influence for a particular segment of the year. The calculation involves a comparison of the expected values of that period to the grand mean. A seasonal index is how much the average for that particular period tends to be above (or below) the grand average. Therefore, to get an accurate estimate for the seasonal index, compute the average of the first period of the cycle, and the second period...
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...ANALYSIS OF A CHANGE IN THE NATURE OF HUMAN RESOURCES MANAGEMENT, PRODUCTION AND MARKETING “A REAL CASE STUDY OF CARIBBEAN TREASURES” By: Romaldo Isaac Lewis (MBA) September 3nd 2012 MANAGERIAL ECONOMICS - CARIBBEAN TRESURES Page 1 MANAGERIAL ECONOMICS - CARIBBEAN TRESURES Page 2 TABEL OF CONTENTS Topic Page I INTRODUCTION ................................................................... 5 II STATEMENT OF THE PROBLEM .............................................. 6 III JUSTIFICATION .................................................................. .8 3.1 Limitation ................................................................... .8 3.2 Scope ........................................................................ .9 IV OBJECTIVES....................................................................... .9 4.1 General Objective ........................................................ .9 4.2 Specific Objectives ...................................................... .9 V METHODOLOGY .................................................................. 10 5.1 Interviews ................................................................. 10 5.2 Visits ......................................................................... 10 5.3 Analysis ..................................................................... 10 5.4 Photograph ................................................................. 10 MANAGERIAL ECONOMICS - CARIBBEAN TRESURES Page 3 ...
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...MGT 5000 Management and Organisational Behaviour – Assignment 1 Task 1: Scenario (403 words) CCM Pharmaceuticals Sdn Bhd (CCMP), the company of which I am attached to, acquired Duopharma Biotech (M) Sdn Bhd in 2006 which was later renamed as CCM Duopharma Biotech (M) Sdn Bhd (CCMD). Integration process started late 2008 with the Sales Department being the first. The integration of the Sales Departments of both companies started with the OTC Department of which I am one of its team members. The OTC Department comprise of four (4) teams, namely the High Traffic Outlet (HTO), Independent Retail Outlet (IRO), General Practitioners’ OTC (GP OTC) and the Lower Trade (Chinese Druggist and Wholesalers). Just before the integration took place, the management of CCMD promoted most of their employees in terms of job grades and some with job titles as well. Adjustments were made to the salaries of their employees whereas at CCMP nothing was being done. As employees of CCMP and not being aware of what was happening at the CCMD, we just ‘let nature take its cause’. As integration began to take place, the sales staffs from both the companies were slot into the 4 different teams with each team having at least one member from the other company and vice-versa. Of the 4 teams, 3 of the team managers were from CCMD, the company in which CCMP acquired. Part of the integration process also involved a change in the rewarding system whereby the management decided to adopt to the commission...
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...2011 Inter/Summer Course Offerings (Tentative) Course Section Credits Act Days Start Time Stop Time Bldg/Room February 27, 2011 10:14:21AM Professor Page 1 Exam Time General Arts 12-WEEK SESSION 0101-150 Section 1 Foundations of Academic Writing I 3.00 LEC TBA This is an on-line only course, all Exams on campus. You will be notified via your UWIN email address regarding how to get started in the course. It is also posted on CLEW. You may also click on the link for your course and section number for further information. Mandatory orientation sessions will be held. Foundations of Academic Writing II 3.00 LEC TBA This is an on-line only course, all Exams on campus. You will be notified via your UWIN email address regarding how to get started in the course. It is also posted on CLEW. You may also click on the link for your course and section number for further information. Mandatory orientation sessions will be held. 3.00 LEC TBA Section Offered as an On-Line Only Course Reserved for Engineering students only. This course section is designed to develop effective writing skills for communicating ideas in academic and other tasks, as a follow up to 01-01-150. Topics will include a cursory review of grammar, writing processes, and conventions of different technical writing forms which engineers are expected to use in both the classroom and workplace. The main content of the course consists of introductory concepts of technical writing, business correspondence, various...
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...of Accounting, Finance and Management University of Essex Colchester Essex CO4 3SQ UK E-mail: mabdel@essex.ac.uk 1 An Empirical Investigation of the Evolution of Management Accounting Practices Magdy Abdel-Kadera and Robert Lutherb a: Department of Accounting, Finance and Management, University of Essex, Wivenhoe Park, Colchester, CO4 3SQ (Correspondence address) b: Bristol Business School, U.W.E., Bristol, BS16 1QY The authors are grateful for the constructive comments of participants at the EIASM conference on New Directions in Management Accounting: Innovations in Practice and Research, December 2002, Brussels. Financial support from the Chartered Institute of Management Accountants is acknowledged with gratitude. 2 An Empirical Investigation of the Evolution of Management Accounting Practices Abstract This paper investigates and reports on the status of management accounting practices in UK industry. The analysis operationalises the IFAC statement on Management Accounting Concepts and its description of the evolution of management accounting. The results, based on responses from 123 practising management accountants, suggest that the management accounting employed in many UK industrial companies is not particularly sophisticated. Budgeting, product profitability and financial performance measurement remain the central pillars and some of the newer management accounting techniques are less widely used than might be assumed from a reading of the...
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...The Internet Newspaper for Young Nigerians * Home * News * Opinion * Politics * Entertainment * More * More For the Records: The Edo State 2012 Budget of Continuity EDO STATE GOVERNMENT. FY2012 BUDGET OF CONTINUITY 1 Table of Content * Budget Summary ……………………………………………………………………………. 2 * Revenue ……………………………………………………………………………. 3-17 * Recurrent Expenditure …………………………………………………………………………… 18 -22 * Capital Receipt …………………………………………………………………………… 23 – 31 * Consolidated Revenue Funds Charges ………………………………………………………………………….. 32 – 33 * Capital Budget o Summary …………………………………………………………………… 35 o Agriculture ………………………………………………………………………….. 36 – 37 o Fisheries …………………………………………………………………………… 38 o Livestock …………………………………………………………………………… 49 o Arts, Culture & Tourism …………………………………………………………………………… 40 o Commerce & Industry …………………………………………………………………………… 41 o Education …………………………………………………………………………… 42 – 43 o Energy (Rural Electrification) ………………………………………………………………………….. 44 – 46 o Water Resources ………………………………………………………………………….. 47 – 59 o Rural Water & Sanitation ………………………………………………………………………….. 50 – 52 o Drainage & Sewage/Environmental Protection …………………………………………………… 53 o Forestry ………………………………………………………………………….. 54 o Health ………………………………………………………………………….. 55 – 56 o Information & Orientation ………………………………………………………………………….. 57 o Community Development ………………………………………………………………………….. 58 o Lands, Surveys & Housing …………………………………………………………………………...
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...MODERN DATABASE MANAGEMENT / JfFFREY A. HOFFER . Warehousing Success 426 Data Warehouse Architectures 428 Generic Two-Level Architecture 428 Independent Data Mart Data Warehousing Environment 426 429 C O NTENTS Dependent Data Mart and Operational Data Store Architecture: A Three-Level Approach Logical Data Mart and Real-Time Data Warehouse Architecture 432 Three-Layer Data Architecture 435 Role of the Enterprise Data Model 435 Role of Metadata 436 Some Characteristics of Data Warehouse Data Status Versus Event Data 437 Transient Versus Periodic Data 438 An Example of Transient and Periodic Data 438 Transient Data 438 Periodic Data 439 Other Data VVarehouse Changes 440 The Reconciled Data Layer 441 Characteristics of Data after ETL 441 The ETL Process 442 Extract 442 Cleanse 444 Load and Index 446 Data Transformation 447 Data Transformation Functions 448 Record-Level Functions 448 Field-Level Functions 449 More Complex Transformations 451 Tools to Support Data Reconciliation 451 Data Quality Tools 451 Data Conversion Tools 452 Data Cleansing Tools 452 Selecting Tools 452 The Derived Data Layer 452 Characteristics of Derived Data 452 The Star Schema 453 Fact Tables and Dimension Tables 453 Example Star Schema 454 Surrogate Key 455 Grain of Fact Table 456 Duration of the Database 456 Size of the Fact Table 457 Modeling Date and Time 458 Variations of the Star Schema 458 Multiple Fact Tables 458 Factless Fact Tables...
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...The fourteenth edition of Purchasing and Supply Management focuses on decision making throughout the supply chain. Based on the conviction that supply managers, in concert with suppliers and distributors, have to contribute to organizational goals and strategies, this edition continues to focus on how to make that mission a reality. Fourteenth Edition Highlights of the Fourteenth Edition: More than 40 real-life supply chain cases afford the opportunity to apply of the acquisition process. Criteria for supply decisions have been organized into three categories: (1) strategic, (2) operational, and (3) additional. In this third category, new factors such as balance sheet and income statement considerations, dimensions of risk, and environmental and social considerations are considered. Visit the text’s Online Learning Center at www.mhhe.com/Johnson14e Michiel R. Leenders, D.B.A., PMAC Fellow Professor of Purchasing Management Emeritus Richard Ivey School of Business The University of Western Ontario Anna E. Flynn, Ph.D., C.P.M. Formerly Clinical Associate Professor Supply Chain Management Thunderbird School of Global Management Formerly Associate Professor Institute for Supply Management TM Johnson Leenders Flynn Purchasing and Supply Management Johnson Leenders Flynn MD DALIM #1093963 06/05/10 BLUE GREEN P. Fraser Johnson, Ph.D. Leenders Purchasing Management Association of Canada Chair Associate Professor, Operations Management ...
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...The fourteenth edition of Purchasing and Supply Management focuses on decision making throughout the supply chain. Based on the conviction that supply managers, in concert with suppliers and distributors, have to contribute to organizational goals and strategies, this edition continues to focus on how to make that mission a reality. Fourteenth Edition Highlights of the Fourteenth Edition: More than 40 real-life supply chain cases afford the opportunity to apply of the acquisition process. Criteria for supply decisions have been organized into three categories: (1) strategic, (2) operational, and (3) additional. In this third category, new factors such as balance sheet and income statement considerations, dimensions of risk, and environmental and social considerations are considered. Visit the text’s Online Learning Center at www.mhhe.com/Johnson14e Michiel R. Leenders, D.B.A., PMAC Fellow Professor of Purchasing Management Emeritus Richard Ivey School of Business The University of Western Ontario Anna E. Flynn, Ph.D., C.P.M. Formerly Clinical Associate Professor Supply Chain Management Thunderbird School of Global Management Formerly Associate Professor Institute for Supply Management TM Johnson Leenders Flynn Purchasing and Supply Management Johnson Leenders Flynn MD DALIM #1093963 06/05/10 BLUE GREEN P. Fraser Johnson, Ph.D. Leenders Purchasing Management Association of Canada Chair Associate Professor, Operations Management ...
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...This page intentionally left blank Te n t h E d i t i o n MODERN DATABASE MANAGEMENT Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Bob Horan Editorial Project Manager: Kelly Loftus Editorial Assistant: Jason Calcano Director of Marketing: Patrice Lumumba Jones Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Operations Specialist: Ilene Kahn Senior Art Director: Jayne Conte Cover Designer: Suzanne Behnke Cover Art: Fotolia © vuifah Manager, Visual Research: Karen Sanatar Permissions Project Manager: Shannon Barbe Media Project Manager, Editorial: Denise Vaughn Media Project Manager, Production: Lisa Rinaldi Supplements Editor: Kelly Loftus Full-Service Project Management: PreMediaGlobal Composition: PreMediaGlobal Printer/Binder: Edwards Brothers Cover Printer: Lehigh-Phoenix Color/Hagerstown Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries. Screen shots and icons reprinted with permission from the Microsoft Corporation. This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation. Copyright © 2011, 2009, 2007, 2005, 2002...
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...9690010114 Yogendera sharma CONTRIBUTED PAPERS A41, Thursday, December 28, 4:00-5:30 P.M. Session: Case Studies - I Session Chair: Prashant Kulkarni Institute of Finance and International Ma 418 Global Marketing and Challenges for Future: Franchising in Banks K. Ravichandran, Gandhigram Rural University, drkravichandran@yahoo.co.in R. Muruganandham, Sudharsana Raamanujan, R, P. Nandakumar, M. Sasi Siddharth Thiagarajar College of Engineering, vr_muruganandham@hotmail.com, siddharth_mss@sify.com raamanujan@gmail.com, nandacivil@gmail.com The global economic scenario is undergoing a major innovative metamorphosis at a rate never experienced before. All organizations have their brands to face the global marketing challenges to secure a role of leader in this state of economic revolution. Our paper identifies the current marketing challenges and global economic threats for service industries. Besides our paper also explores the management strategies to overcome these challenges in the liberalized economy. The banking service is considered, where the franchising marketing strategies, introduction of new products and delightful customer service by new private sector banks and foreign banks pose a serious threat to the existence and survival of public sector banks profitwise. Hence our paper deeply discusses the benefits of e-banking with a view to minimize transaction cost cum operating expenses thereby increasing the overall net profit...
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...SUBJECT: BUSINESS STATISTICS COURSE CODE: MC-106 LESSON: 01 AUTHOR: SURINDER KUNDU VETTER: DR. B. S. BODLA AN INTRODUCTION TO BUSINESS STATISTICS OBJECTIVE: The aim of the present lesson is to enable the students to understand the meaning, definition, nature, importance and limitations of statistics. “A knowledge of statistics is like a knowledge of foreign language of algebra; it may prove of use at any time under any circumstance”……………………………………...Bowley. STRUCTURE: 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 Introduction Meaning and Definitions of Statistics Types of Data and Data Sources Types of Statistics Scope of Statistics Importance of Statistics in Business Limitations of statistics Summary Self-Test Questions Suggested Readings 1.1 INTRODUCTION For a layman, ‘Statistics’ means numerical information expressed in quantitative terms. This information may relate to objects, subjects, activities, phenomena, or regions of space. As a matter of fact, data have no limits as to their reference, coverage, and scope. At the macro level, these are data on gross national product and shares of agriculture, manufacturing, and services in GDP (Gross Domestic Product). 1 At the micro level, individual firms, howsoever small or large, produce extensive statistics on their operations. The annual reports of companies contain variety of data on sales, production, expenditure, inventories, capital employed, and other activities. These data are often field data...
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...Invest. Innovate. Inspire. For a new India. ANNUAL REPORT 2014-15 India is at the threshold of a new era of growth and opportunity. This is driven by increasing economic activity, ongoing ‘Make in India’ initiatives and a demographically well-placed, aspirational society. Reliance Industries Limited (RIL) continues to be a partner in India’s ongoing journey towards economic and social well-being, and remains committed to investing in and innovating for India. RIL is striving to meet and exceed global benchmarks in product quality and customer service with inspiring ideas and strategic investments. From the manufacturing landscape to high-growth consumer service sectors, RIL is achieving superior outcomes that facilitate India’s drive for global leadership. RIL is delivering industry-leading performance through consistent efficiency in operations and prudent configuration of assets. RIL is making sizable capital investments, focusing on technology and expanding its level of services from the hydrocarbons sector to consumer businesses. RIL innovates for existing businesses and also focuses on developing new business models to deliver g g g y significant value for its growing stakeholder fraternity. In this effort, it collaborates with o s with leading global institutions to help usher in a n era of possibilities. global new is growing o RIL’s focus is to continue growing as a respons responsible organisation, thereby e inspiring progress in...
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