...The fundamental Principles ( COBIC ) Integrity Members should behave with integrity in all professional, business and personal financial relationships. Integrity implies honesty, fair dealing and truthfulness. Objectivity Members should strive for objectivity in all professional and business judgments. Objectivity is the state of mind which has regard to all considerations relevant to the task in hand or fair judgment. Professional competence Members should not accept or perform work which they are not competent to undertake unless they obtain such advice and assistance as will enable them competently to carry out the work. Confidentiality Be prudent in the use and protection of information acquired in the course of duties. Not to use information for any personal gain or in a way that would be contrary to the law or detrimental to the ethics. Professional behavior Members should behave with courtesy and consideration towards all with whom they come into contact during the course of performing their work. Ethical threats Self-interest threat It occurs when auditor could benefit from a financial interest in an audit client. Self review threat It occurs when the audit from a member or audit team put itself in a position of reviewing the subject that previously the member is responsible Familiarity threat It occurs when auditor has a close relationship with the client Advocacy threat It occurs when the audit from a member of the audit team promotes/support...
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...School of Management, MIT Has taught MBA courses in managerial leadership, corporate capabilities, new product and process design, technology strategy and innovation management Also served as a Director of Research for the Harvard Business School and Director Journals Published of Research and Knowledge Programs for Harvard Business School's non-profit 36 organization, HBS Interactive Education Chapter Written – – – – M. A. Ph.D. M.A. B.A. Harvard University (Honorary), 1992 Stanford University, Stanford, CA, 1979 University of Virginia, Charlottesville, VA, 1968 Principia College, Elsah, IL, summa cum laude, 1963 • 20 • • Served as Board of Directors in – – American Mgmt Systems, Fairfax, VA – 1992-2004 Gannett Communications, 1997-99 Been in Advisory Boards of – – – – – Prod Dev & Mgmt Association – 2002-Present Creative Realities – 2004-Present Ash Foundation – 2004-Present Daimler-Chrysler, Stuttgart, Germany – 1999-2001 ViOS – 1999-2000 & Nordia – 1999-2001 Author: Walter Swap • • • • • Professor of Psychology Emeritus Former chairman of the Psychology Department of Tufts University Was also a professor of Gordon institute at Tufts- offers degree of engineering management at...
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...Int. J. Mgmt Res. & Bus. Strat. 2013 Jaskanwal Singh Mand et al., 2013 ISSN 2319-345X www.ijmrbs.com Vol. 2, No. 1, January 2013 © 2013 IJMRBS. All Rights Reserved APPLICATION OF LEAN AND JIT PRINCIPLES IN SUPPLY CHAIN MANAGEMENT Chandan Deep Singh1, Rajdeep Singh1, Jaskanwal Singh Mand1* and Sukhvir Singh1 *Corresponding Author: Jaskanwal Singh Mand, mandjaskanwal@yahoo.com Supply Chain Management is a set of synchronized decisions and activities utilized to efficiently integrate suppliers, manufacturers, warehouses, transporters, retailers, and customers so that the right product or service is distributed at the right quantities, to the right locations, and at the right time, in order to minimize system-wide costs while satisfying customer service level requirements. SCM leads to a proficient way of doing things completely. Lean manufacturing and JIT play an importunate role in better functioning of SCM. Some of the lean manufacturing principles are: JIT inventory principle, JIT production principle, JIT human resource principle, JIT quality principle, JIT supplier relation principle, The present research involves role of lean manufacturing and JIT principles in SCM. Keywords: SCM, JIT, Lean manufacturing origin of the concept of lean or lean thinking cannot be easily assigned to any one person, company, INTRODUCTION Supply Chain Management (SCM) is a set of synchronized decisions and activities utilized to efficiently integrate suppliers...
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...Int. J. Mgmt Res. & Bus. Strat. 2012 Nethi Suresh Babu and T Sreenivas, 2012 ISSN 2319-345X www.ijmrbs.com Vol. 1, No. 1, October 2012 © 2012 IJMRBS. All Rights Reserved A STUDY ON PATIENT SATISFACTION IN HOSPITALS (A Study on Three Urban Hospitals in Guntur District, Andhra Pradesh) T Sreenivas1 and Nethi Suresh Babu2* *Corresponding Author: Nethi Suresh Babu, sureshbabu.nethi@yahoo.co.in Objectives: 1. To study the satisfaction levels of the patient in sample hospitals. 2. To suggest measures to strengthen the administrative practices that improves patient satisfaction in hospitals in India. Settings: Government General Hospital (GGH), St. Joseph General Hospital (SJGH) and NRI Hospital (NRI) in the state of Andhra Pradesh in South India. Results: 38 – Items scales having good reliability and validity was developed. Seven dimensions of perceived quality were identified—Admission Procedure, Physical Facilities, Diagnostic Services, Behaviour of the staff, Cleanliness, Dietary Services and Discharge procedure. The researcher observed that patient satisfaction is high in the case of SJGH and followed by NRI and GGH. Conclusion: The developed scale is used to measure perceived quality at a range of facility types for patients. Perceived quality at public facilities is only marginally favorable, leaving much scope for improvement. Better staff and physician relations, interpersonal skills, infrastructure, and availability of drugs have the largest effect in improving patient...
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...[pic] MGMT 405 Operations and Production Management Answer set 1 (Reference chapters 1 – William J. Stevenson-2007, ninth edition) Discussion Questions 1. What do you understand by the term ‘Operations Management’? ANS: ✓ Operations Management is the management of that part of an organization that is responsible for producing goods and/or services. The management of systems or processes that create goods and/or provide services. i.e. Every book you read, every e-mail you send or every medical treatment you receive involves the operation function of one or more organizations 2. Identify the three major functional areas of business organizations and briefly describe how they interrelate. ANS: ✓ Finance- is responsible for securing financial resources at favourable prices as well as analysing investment proposal and providing funds for marketing and operations. ✓ Marketing is responsible for assessing consumer needs or wants and selling and promoting the organization’s goods and services. ✓ Operations is responsible for producing the goods or providing the services offered by the organization. 3. Describe the nature of operations function. ✓ ANS: The operations function consists of all activities that directly related to producing goods or providing services. It is the core of most business organizations because it is responsible for the creation of organization’s goods or services. Its essence is to add value during...
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...The Faculty of Business and Economics THE UNIVERSITY OF MELBOURNE Assignment Cover Sheet Student Name: Yu Liu Student Number: 608338 Subject Number: MGMT90140 Subject Name: Management Competencies Lecture day/time (Monday/ Tuesday/Wednesday/ Thursday) : Wednesday Assignment number: Final profile Word Count: 2680 IMPORTANT: Make and keep a copy of all assignments before submitting them for assessment; Marked essays will be returned in seminars unless your lecturer makes other arrangements. Plagiarism Plagiarism is the act of representing as one's own original work the creative works of another, without appropriate acknowledgment of the author or source. Collusion Collusion is the presentation by a student of an assignment as his or her own which is in fact the result in whole or in part of unauthorised collaboration with another person or persons. Collusion involves the cooperation of two or more students in plagiarism or other forms of academic misconduct. Both collusion and plagiarism can occur in group work. For examples of plagiarism, collusion and academic misconduct in group work please see the University’s policy on Academic Honesty and Plagiarism: http://academichonesty.unimelb.edu.au Plagiarism and collusion constitute cheating. Disciplinary action will be taken against students who engage in plagiarism and collusion as outlined in University policy. Proven involvement in plagiarism or collusion may be recorded on my academic file in accordance with Statute 13...
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...WILLIAM R. GROTEVANT Global Business partner – strategic planner – talent ACQUISITION ➢ Managed best-in-class Business Unit acquisition in Frankfurt Germany for Nypro Healthcare ➢ Advisory Board member for Pharmaceutical Packaging strategic initiative ➢ Sourced/hired senior level Design/Development team for new medical/surgical group ➢ Integrated PEAK Surgical (Palo Alto, CA) with Salient Technologies (Portsmouth, NH) MEDTRONIC, INC. Portsmouth, NH 2012 – Present Advanced Energy, LLC Global HR Director/Strategic Business Partner • Direct report to VP/GM global $300M surgical technologies business unit – HR/OD strategy. • Focus on 200 person commercial team – transition from distributorship model to B2 B direct sales. • Part of new leadership team – long-term strategic goal: $1B annual revenues by 2020. • Aggressive expansion plans in underserved surgical markets: India, China, and South America. • Executive staffing, succession planning, leadership development and talent management focus. • Driving unique high-performance culture setting the bar for MDT in double digit growth model. NYPRO, INC. Clinton, MA 2009 – 2012 Healthcare Global Business Unit $1.4B Global Medical Device Manufacturer Global Director, Human Resources • Sr. HR Executive for Healthcare Global Business Unit – reported to GBU Group President • Lead...
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...Strategic Management Journal Strat. Mgmt. J., 26: 287–295 (2005) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.448 RESEARCH NOTES AND COMMENTARIES CLUSTERS, NETWORKS, AND FIRM INNOVATIVENESS GEOFFREY G. BELL* Labovitz School of Business and Economics, University of Minnesota Duluth Campus, Duluth, Minnesota, U.S.A This paper extends current knowledge of industry clusters by disentangling the effects of networks from cluster (i.e., distinctly geographic) mechanisms on firm performance as well as by studying the influence of these different mechanisms on firms located inside and outside the industry cluster. It also highlights the importance of simultaneously modeling multiple networks which may differentially influence important firm outcomes. In the paper, I model the innovativeness of Canadian mutual fund companies as a function of their geographic location—inside or outside the industry cluster of Toronto—and of their centrality in networks of managerial and institutional ties. I find that locating in the industry cluster as well as centrality in the managerial tie network enhances firm innovation, while centrality in the institutional tie network does not. Copyright 2005 John Wiley & Sons, Ltd. INTRODUCTION Industry clusters—groups of geographically proximate firms in the same industry—are a striking feature of the geography of economic activity (Krugman, 1991) examined by industrial geographers at least since Marshall (1920)....
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...FUNDAMENTALS OF MANAGEMENT MGMT 3013-002 Spring 2007 COURSE SYLLABUS Instructor: Robert W. Richards, Jr. Campus Office: Room 106 Spears School of Business Bldg Contacting me: Home email is regularly in use day and night. Telephone: 744-5115 Residence Phone: 405-707-0842 Office E-mail: robert.richards@okstate.edu Home E-mail: Robert@rwrichards.com Office Hours: TBA Classroom: LSW 103; TR 2:00-3:15 Syllabus Attachment: Academic Information, Important Dates, Student Rights and Responsibilities, etc.: http://osu.okstate.edu/acadaffr/aa/syllabusattachment-Spr.htm Textbook: Management: People, Performance, Change, Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, 2nd ed., McGraw-Hill, 2005. ISBN 0-07-284697-6 Course Description: This course is designed for non-management and non-business majors. While it is an introductory course covering management concepts, the student should complete the course gaining new understandings of overall business concepts and people skills. Attendance: Students are expected to attend all classes and complete all assignments. Absence has never been a general, overall problem. Rather it is a problem specific to a hand full of people and will be noticed. Attendance will not be taken at every class, but the assigned points will be based on the classes when attendance was taken. Be aware, very aware, that the instructor teaches to the exam and emphasizes the important points in class...
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...bureaucracy and Administrative ways that gives management today to achieve their goals for the organization. Bureaucratic management may be described as "a formal system of organization based on clearly defined hierarchical levels and roles in order to maintain efficiency and effectiveness." Administrative has to foresee and make preparation s to meet the financial commercial and technical condition s under which the concerns must be started. How Bureaucratic and Administrative Management Affects Overall Management Bureaucracy Bureaucratic management focuses on the ideal form of organization. Max Weber was the major contributor to bureaucratic management. Based on observation, Weber concluded that many early organizations were inefficiently managed, with decisions based on personal relationships and loyalty. Also, bureaucracy formed the need for organizations to operate rationally rather than relying on owners’ and managers. (Williams’s pg. 31) this brings Jobs are divided into simple, routine and fixed category based on competence and functional specialization. Officers are organized in a n hierarchy in which higher officer controls lower position holders i.e. superior controls subordinates and their performance of subordinates and lower staff could be controlled. All organizational members are to be selected on the basis of technical qualifications and competence demonstrated by training, education...
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...Mario Marquez Jr. Professor Reckon MGMT 303 November 16, 2012 Quikrete I. The Quikrete Companies, Inc. was formerly known as Maintenance Products, Inc. and changed its name in January 1965. The company was founded in 1940 and is based in Atlanta, Georgia. II. Organizational Strengths and Weaknesses A. Management 1. It is considered a strength because it is a strong brand image and brand loyalty, strong management team that analyzes every aspect of its product. 2. This strength is a distinctive competence because Quikrete products are able to differentiate itself from competitors and communicating this successfully to customers who show a high interest of its product. B. Marketing 1. Marketing is our strength as well advertisement of nationwide has really stood out our product. Quikrete has over 83 plants nationwide and continues to grow stronger to as time goes by. 2. Marking a return to high profits and brand recognition nationwide. We have a group of managers that analyze every aspect of our company to start to finish, strong relationship with our customers. C. Product Control 1. Quality product control problems with time to time, they can contain defects as bad batches that are mix wrong and gone out to customers. 2. Consecutive quality control inspections. Inspecting more often batches and having quality control observations. D. Delivery 1. The second weakness is delivery due to high traffic areas. 2. Hiring more drivers to...
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...Assessment Data | Program | : | Bachelor of Business Administration Accounting | Center | : | Main Campus | Bulletin | : | 2010-2012 Bulletin | Date Start | : | 01/05/2013 | Date End | : | 31/12/2017 | Basis of Adm. | : | 2 'A' Levels Plus 6 'O' Levels | Observation | : | | Advisor | Name | : | Ndlovu, Ivonne Lec - Lecturer | Title | : | | Academic Variables | Admission Status | Date | Type | Document | 01/05/2013 | Regular | 1 | | Academic Status | Date | Type | Document | 01/05/2013 | Active | 1 | | Documents Control | Academic Record | 2013 1st Semester :: Main Campus | Mode / Type / Cond | Crd. | Grd. | Qpt. | | | MATH | 181 | Business Algebra | Reg / Core / regular | 3.00 | C | | | | INSY | 110 | Computers and Business Information Systems | Reg / Core / regular | 3.00 | B | 7.00 | | | CONV | 101 | Convocation [1st Year 1st Semester] | Reg / Core / regular | 0.00 | S | 0.00 | | | ACCT | 111 | Financial Accounting 1A | Reg / Core / regular | 4.00 | C | 8.00 | | | ORIE | 100 | Orientation | Reg / Core / regular | 0.00 | S | 0.00 | | | RELT | 215 | Philosophy of Christian Education | Reg / Core / regular | 2.00 | | 0.00 | | | MGMT | 155 | Principles of Management | Reg / Core / regular | 3.00 | B+ | 7.00 | | | ECON | 215 | Principles of Microeconomics | Reg / Core / regular | 3.00 | C+ | 6.99 | | | EDUC | 101 | Work Education | Reg / Core / regular | 0.00 | | | | | | Core Cumulative...
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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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...Presentation to Genpact, March 5th 2013 Phil Fersht, Founder and CEO, HfS Research phil.fersht@hfsresearch.com Copyright © 2013 HfS Research Ltd. State of the industry 2013 - Agenda • Market Size and Forecast • Key Industry Dynamics • Competitive Landscape • Market Wrap Copyright © 2013 HfS Research Ltd. Outsourcing Smart Governance Disruptive Technologies 2 State of the industry 2013 - Intro • • • • • • Conducted December 2012 / January 2013 The largest-ever quantitative industry study covering both IT and business process outsourcing Respondents included 1355 stakeholders across enterprise buyers, service providers and consultant/influencer organizations The aim of the survey was to understand their views, observations and intentions for 2013 and beyond, when it comes to outsourcing IT and business processes Survey was conducted with the support of KPMG This presentation contains a set of slides with the top level results of the survey Copyright © 2013 HfS Research Ltd. Outsourcing Smart Governance Disruptive Technologies 3 Key Highlights: BPO Adoption and Outlook: • • • • • • • Deal activity rebounds Market forecasted to grow Attitudes towards BPO have gone “back to basics” Attitude of buyers has shifted from the “we can’t” to the “why can’t we?” Key growth industries increasing BPO uptake: Telecom, Software / High Tech, Media and Publishing and Retail/Hospitality. Major industries show slowing growth. BFSI and Manufacturing still...
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...MAPPING THE CONSTRUCTION ENGINEERING AND MANAGEMENT DISCIPLINE By Mohamed A. Aboulezz A Thesis Submitted to the faculty of the WORCESTER POLYTECHNIC INSTITUTE In partial fulfillment of the requirement for the Degree of Master of Science in Construction Project Management February 2003 Approved Prof. Roberto Pietroforte, Thesis Advisor Prof. Fredrick L. Hart, Head of Department Abstract The objective of the study was to map the structure of the construction engineering and management (CEM) discipline and its contents, trace its evolution, and to identify the most prevailing research areas in the discipline. The study entailed a review of the literature in construction engineering and management as well as two of the leading academic journals in the discipline, particularly a bibliometric study of the contents of the ASCE Journal of Management in Engineering (JME), as a case study of the CEM refereed journals. The JME’s contents were investigated from its onset in 1985 until 2002. The results of the analysis show that 70% of the published papers focused on four main subjects: management and organization of the firm, project management, industry structure and environment, and management of personnel. Considerable changes occurred within the subjects with the emergence of new topics and the decline of others over the eighteen years of publication. The study also analyzed the use of keywords, research methods, and identified authors, and the concentration of...
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