...Report Date: 09/23/2012 Reference: vis-2564-03 Search Criteria: KHAN, SAIFI SEHER ------------------------------------------------------------------------------- *** SOCIAL SECURITY NUMBER: 091-61-XXXX State: MARYLAND Year Issued: 2008 =============================================================================== *** THE FOLLOWING SUBJECTS MATCH ON SOCIAL SECURITY NUMBER AND HAVE A SIMILAR NAME: KHAN, SAIFI SEHER 091-61-XXXX Address Source 1 (02/86) ===================================================================== *** ADDITIONAL NAME(S) FOUND FOR YOUR SOCIAL SECURITY NUMBER(S): KHANDAKAR, RIMI 091-61-XXXX Address Source 1 ===================================================================== ********** ALL ADDRESS SOURCES HAVE BEEN SEARCHED ********** ===================================================================== *** SUBJECT'S ADDRESS HISTORY(* INDICATES RECORDS WITH THE MOST CURRENT DATE) PUBLIC RECORDS WILL ONLY BE SEARCHED FOR THESE INDIVIDUALS: KHAN, SAIFI SEHER SS# 091-61-XXXX ALIAS: KHAN,SAIFI *2257 HULL ST, BALTIMORE, MD 21230 Address Source 2 (03/01) Date of Birth: 1986 Address Source 1 ...
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...Case Analysis: Cola Wars in China: The Future Is Here Prepared by Kulthida Vongtrakool MAN 787: Business Policy & Strategy Spring 2015 Prepared for: Professor Rimi Zakaria Date of Submission: March 19, 2015 1. Resources, capabilities, and core competencies Resources: Tangible resources and intangible resources are the factors that Wahaha incorporated to achieve the competitive advantage over the two giants, Coca-Cola and Pepsi. For tangible assets, the company had high volume in capital gain with billions in revenue and profits not including the land and building. Wahaha had more than 42 subsidiaries across the nation in 2002 with many production lines. It also had a valuable marketing team including R&D as well as a technology adopted from Danone group for bottling production. Moreover, its distribution system was ahead of the two competitors. For intangible resources, the firm used its name as a reputation that had sustained profit in the market for many years. Wahaha had been participating in many CSR programs so that it had become well-known among the Chinese. The firm’s founder had a strong drive to push the firm to adopt knowledge by learning over time in order to understand the market. In addition, the firm trademark was the idea of making drinks to make children happy. Capabilities: Firstly, the firm had focused knowledge that was accomplished by the market studying for an in-depth level of understanding and obtaining knowledge of a market. Wahaha’s...
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...A COMPUTER IMPLEMENTATION OF ESTIMATED VARIANCES IN MULTI-STAGE CLUSTER SAMPLING SCHEMES L. A. Nafiu, L. Idris, A. F. Busari and A. B. Olaniyan Department of Mathematics and Statistics, Federal University of Technology, Minna, Niger State (lanconserv@yahoo.com) ABSTRACT The computation of sample variances arising from multi-stage cluster sampling schemes or designs are complex and time-consuming. This paper presents a computer software written with Java programing language for implementing some of the available formulars for estimated variances in multi-stage techniques. The software has the advantages of accessibility, cheapness, and ease of use in computing estimated variances in both one-stage, two-stage and three-stage sampling schemes. A data set for estimating number of diabetic patients in Niger state for 2005 was used for illustration. We recommend that computation involving these estimated variances be done with the aid of this software. Keywords: Software, Computation, Multi-stage, Estimated Variances, Time, Data and Diabetic Patients. Introduction Multistage sampling is where the researcher divides the population into clusters, samples the clusters, and then resample, repeating the process until the ultimate sampling units are selected at the last of the hierarchical levels (Okafor, 2002). For instance, at the top level, states may be sampled (with sampling proportionate to state population size); then cities may be sampled; then schools; then classes; and...
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...POSTAL AND TELECOMMUNICATION SERVICES IN KANO STATE FROM THE COLONIAL TO THE CONTEMPORARY TIMES 1.Introduction: Prior to the advent of colonialism and colonial overlords in Nigeria, an indigenous system of communication was already well-established in the traditional Kingdoms. The royalty operated a postal system of relays on caravans of camels, horses and donkeys. The Alaafins of old Oyo Empire had Ilaris; the Emirs in the Hausa land had the Dagaris (plural) and the Tor Tivs of Tivland had Adugeri or Amashinja (plurals)- borrowed words from lexicon of the Hausa and the English languages respectively into the Tiv Language’s lexicon. These were the royaltys’ message bearers who conveyed important messages from one kingdom to another on behalf of the paramount rulers of the kingdoms. However, with the coming of the colonialists, the traditional mode of communication was relegated to the back-ground, following the introduction of the European modern modes of communication. 2.The European modern mode of communication: The Europeans introduced the postal and telecommunication services in Nigeria to facilitate communication between the colonialists and the home authorities in London; to promote trade, and to enhance colonial administration. 3.Introduction of Postal Communication services in Kano. Postal communication services in Kano date back to the 18th Century, following the construction of the railway line for the conveyance of raw materials from the hinterland to the Atlantic...
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...Technology and the fast moving international world are making the HRM function in companies and businesses redundant. Is this true, or is HRM actually a key part of future business. Human Resource Management Technology and the fast moving international world are making the HRM function in companies and businesses redundant. Is this true, or is HRM actually a key part of future business. Human Resource Management Contents Introduction 2 PESTEL Analysis 3 The argument 4 Technology 4 Talent management 5 Globalization 6 7’s Model 8 Is Human Resource Management a key part of the future? 10 Conclusions 11 Authors comment 11 Refrences 12 Introduction Human resource management has no future! At least, in the way it has been performing in the past. Human resource management nowadays is not limited with the boarders of their clerical role. Nowadays, human resource management has to deal with such responsibilities as recruitment, training and benefits administration. To make this job easier we use technology to carry these amounts of information and to process them. Furthermore, IT has changed the way we communicate with the employee, how we train them and expanded the possibilities. Nonetheless, it creates a framework for us to deal with them when working with similar issues. In such an easy way, technology has changed the way Human Resource Management is structured. Undoubtable, there are cons as well- it has become harder to keep up with these changes...
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...Can HRM Practices Improve Job Satisfaction of Ready Made Garment (RMG) Workers in Bangladesh? An Alternative Solution to Recent Unrest Background of the study Ready Made Garment (RMG) is one of the successful manufacturing sectors with greater contribution to the national economy of Bangladesh. The industry started its journey in late 1970s and enjoyed a rapid rise from 30 enterprises in 1980 increased to more than 5000 in 2014. Average growth rate of this sector was over 20% per over the last two decades. RMG is the main source of export for the last 25 years. This single sector alone earns about 80% of yearly foreign exchange of the country. Its contribution to GDP reaches 13% in fiscal year 2009-2010. This sector employs more than 3 billion people in Bangladesh of whom 90% are women from rural family. Thus this sector is playing a vital role in socioeconomic development of the country. But this sector is struggling with a number of problems. Conflict between owners and workers, labor unrest, shortage of gas and electricity, poor infrastructure, poor port facility, conspiracy of home and abroad are posing a great threat to its survival. In recent time, labor unrest in the RMG sector has been a matter of serious concern. Almost every day electronic and print media cover news of labor unrest in RMG sector in one place or another across the country. Job dissatisfaction have been the prime causes of recent labor unrests across the country. This job dissatisfaction of RMG workers...
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...Obs: pentru vizualizarea planului general al cursului activa i View/Document Map C1. Structura i proiectarea unui SRA Structura unui SRA v r + - I REG a sau u m Y1 EE INSTALA IE TEHNOLOGICA TR Figura 1. Structura generala a unui SRA unde: REG = regulator EE = element de executie (EE=EA+OR) IT = instalatie tehnologica Marimile din proces sunt: r ± referin a Ieroare a ± comanda ptr. elementul de ac ionare m ± m sura (comanda elaborata de organul de reglare) y ± m rimea de ie ire poate fi una din m rimile fizice: - nivel (exemplul 3), temperatura - presiune (exemplul 1), tura ie - debit, pozi ie - concentra ie (exemplul 2) Structura unui SRA cu reac ie unitara Parte fixata r + R EE IT TR y 1 Model matematic r + I(t) R u(t) Hf(s) = PF Proces fizic y(t) unde : H f ( s) ! Kf T7 1 Ti s 1 1 n sau în prezenta unui pol în origine i a timpului mort: H f (s) ! K f e X s s T7 1 Ti s 1 1 n unde: Kf - reprezint coeficientul de transfer al par ii fixate Ti ± reprezint constantele dominante (mari) de timp T - reprezint suma constantelor de timp parazite care sunt mult mai mici decât cele dominante. 7 ! X - reprezint timpul mort al procesului Valoarea constantelor Ti determina tipul procesului care poate fi lent sau rapid. Pentru T i < 1 0 sec procesum este rapid iar pentru Ti " 1 0 sec procesul este lent. In general, func ia de transfer a par ii fixate, care include sistemul de automatizat i...
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...PROGRAMA DINAMIS Pendahuluan Dalam Kehidupan nyata sering dijumpai masalah pengambilan keputusan yang meliputi beberapa periode waktu. Program Dinamis adalah teknik untuk pengambilan keputusan yang digunakan untuk pengambilan keputusan yang terdiri dari beberapa tahapan. Permasalalahan yang akan diselesaikan diuraikan menjadi sub persoalan yang saling berhubungan. Tujuan Program Dinamis adalah mengoptimalkan urutan keputusan. Program Dinamis diterapkan pada persoalan bisnis dan industri, a.l. masalah penjadualan produksi, pengendalian persediaan, analisa jaringan, dan lain sebagainya. Contohnya seorang produsen menjadualkan tingkat produksi tahunannya ke dalam mingguan, bulanan atau triwulanan agar dapat memenuhi permintaan tahunan. Jika dia memproduksi lebih dari permintaan, dia harus mengeluarkan biaya persediaan, karena menyimpan kelebihan produksi. Sebaliknya jika produksi dibawah jumlah permintaan, dia akan mengalami kerugian dalam kesempatan membuat untung dan juga kehilangan kepercayaan pembeli. Dia mungkin juga harus membayar penalti karena tidak dapat memenuhi kontrak. Pimpinan produksi harus membuat urutan keputusan untuk setiap periode, yang akan berdampak pada keputusan berikutnya. Masalah optimasi pada kasus ini adalah meminimalkan keseluruhan biaya produksi dan persediaan (dua penalti, jika ada) yang memenuhi kebutuhan permintaan. Teknik pemecahan pada programa dinamis ini beragam, tergantung pada sifat dan struktur dari masalah yang diselesaikan. Hal ini...
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...Fin433 Final Project: Mutual Funds in Bangladesh and ICB Submitted to: Hasan Mamun Senior Lecturer, School of Business North South University Date of Submission: April 13, 2014 Submitted by: The A-Team Oishee Rimi Mondal - 1130279030 Rakin Al-Mahmood – 1030442030 Syeda Amara Alam - 1110199030 S.M Ami Islam -1111061030 Sifat Abir - 1110978030 Table of Contents What is a Mutual Fund……………………………………………………………..4 History of Mutual Funds……………………………………………………………4 Mutual Funds in Bangladesh……………………………………………………… 4 Growth of Mutual Funds in Bangladesh……………………………………………5 What Mutual Funds Offer…………………………………………………………..5 Open Ended Funds………………………………………………………………….6 Close Ended Funds…………………………………………………………………6 Unit Investment Trusts……………………………………………………………..7 Advantages of Investing in Mutual Funds………………………………………….7 Types of Mutual Funds……………………………………………………………..8 Formation of Mutual Funds………………………………………………………...9 Valuation and Dividends of Mutual Funds………………………………………..10 Roles of a Portfolio Manager……………………………………………………...11 ICB………………………………………………………………………………...12 Vision of ICB……………………………………………………………………...12 Mission of ICB……………………………………………………………………12 Objectives of the Organization……………………………………………………13 Who Runs ICB…………………………………………………………………….14 Organizational Chart of ICB………………………………………………………14 Main Functions of the Organization………………………………………………18 Functions of Each Subsidiary……………………………………………………..18 ICB CAPITAL MANAGEMENT LIMITED (ICML)...……………………….18 ICB ASSET MANAGEMENT COMPANY...
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...Ioana Pârvulescu Reclama \n belle époque D I L E M A T E C A l A P R I L I E 2 012 DOSAR Pentru genera]ia mea, reclama are gustul fructului oprit. Dac` \n anii ’60 ai secolului trecut tot mai vedeai c\te o publicitate, de preferin]` cubanez`, Havana Club sau Kuba libre, mai t\rziu, p\n` \n 1990, gazetele comuniste [i anemicele programe de televiziune n-au mai permis jocul primejdios al reclamei. Primejdios pentru c` refuz` t`v`lugul care niveleaz` tot ce ar putea ie[i \n eviden]` [i aduce aminte de comer]ul liber, de omul liber, de proprietatea privat`, de trecutul prohibit. Belle époque este felia de timp care inoveaz` cel mai mult \n privin]a reclamei, devenind astfel un reper \n evolu]ia acesteia. Dar, dincolo de valoarea ei istoric`, reclama con]ine poezie [i destin. Am scris \n mai multe r\nduri pe aceast` tem`: \n cartea despre Prejudec`]ile literare, \n România literar`, \n Dilema, iar recent am avut o conferin]` despre reclamele evreie[ti \n belle époque [i interbelic, la Universitatea din Ierusalim. Paginile care urmeaz` profit` c\nd [i c\nd de pe urma acestor mai vechi preocup`ri [i, pornind de la comer], ajung la literatur`. Poezia [i proza au numai de c\[tigat de pe urma reclamei. Epoc` (a noastr`): S` tuni [i s` fulgeri \mpotriva ei. S` te pl\ngi c` nu-i poetic`. S-o nume[ti epoc` de tranzi]ie, decadent`. (Flaubert, Dic]ionarul ideilor primite de-a gata) Cu minte deschis` [i spirit scormonitor, sensibil la noutate mai mult ca oric\nd...
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...CROSSROADS When I read the first draft of this manuscript it provided a genuine "aha" experience. I felt that "tempered radicalism" was a concept that had been waiting to be invented. Meyerson and Scully, in my view, have grasped an important idea and have written about it in a careful and an illuminating way. It's one of those papers, I suspect, that some people will react to by thinking: "I wish I had written that!" Further, I can see others I know well in the field as fitting the description of the tempered radical, at least in some circumstances and at different times. The reviewers, while suggesting changes, as reviewers do, were also very taken with the paper. It is intellectually interesting, and evocative. It provides us with a perspective on organizational issues that is typically glossed. It opens an arena for organizational analysis that is missed in most theoretical frameworks. Tempered radicals, Meyerson and Scully argue, are individuals who identify with and are committed to their organizations and also to a cause, community or ideology that is fundamentally different from, and possibly at odds with, the dominant culture of their organization. Their radicalism stimulates them to challenge the status quo. Their temperedness reflects the way they have been toughened by challenges, angered by what they see as injustices or ineffectiveness, and inclined to seek moderation in their interactions with members closer to the centre of organizational values and orientations...
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...ªtefan Stanciu Mihaela Ionescu Managementul resurselor umane CUPRINS CAPITOLUL 1 – Introducere în managementul resurselor umane / 11 1.6. Managementul resurselor umane / 41 1.6.1. Concepte / 41 1.6.2. Obiective privind resursele umane / 43 1.6.3. Departamentul de resurse umane / 44 CAPITOLUL 2 – Manageri [i leadership / 57 2.1. Managerii / 57 2.1.1. Caracterizare general` / 57 2.1.2. Profiluri manageriale / 60 2.1.3. Caracteristicile managerilor / 64 2.2. Managerii de resurse umane / 73 2.3. Delegarea / 77 2.4. Decizia – func]ie esen]ial` a conducerii / 79 2.4.1. Concepte / 79 2.4.2. Tipuri de decizie / 81 2.4.3. Decizia de grup / 83 2.4.4. Etapele procesului decizional / 85 2.5. Leadership / 91 2.6. Dezvoltarea competen]elor managerilor / 100 2.7. Aplica]ii [i studii de caz / 102 CAPITOLUL 3 – Strategii, politici [i planuri privind resursele umane / 111 3.1. Strategii / 111 3.1.1. Schimbarea organiza]ional` / 111 3.1.2. Planificarea strategic` / 115 3.1.3. Cerin]e [i linii strategice / 116 3.1.4. În ce const` strategia de personal? / 117 3.1.5. Op]iuni strategice / 119 3.2. Politici de personal / 121 3.2.1. Caracteristicile politicilor tradi]ionale / 121 3.2.2. Caracteristicile politicilor moderne / 122 3.2.3. Politici cu spectru larg / 126 3.2.4. Politici privind plec`rile voluntare / 130 3.2.5. Previziunea [i planificarea personalului / 131 3.3. Prognoza resurselor umane / 136 3.4. Tendin]e în domeniul resurselor umane / 137 3.5. Practici privind personalul...
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...VERSLO STRATEGIJA: atvejo analizė Vi l n i aus u n ive rs ite t as Marija Kučinskienė, Laura Žiogelytė, Gražina Jatuliavičienė VERSLO STRATEGIJA: atvejo analizė Mokomoji k nyg a Vilniaus universiteto leidykla Vi l n ius , 2 0 1 2 UDK Turinys Apsvarstė ir rekomendavo išleisti Vilniaus universiteto Ekonomikos fakulteto Verslo katedra (2011 m. protokolas Nr. 5) Įvadas 1. 2. 5 11 Verslo strategija: teorinis požiūris Praktinių situacijų vertinimas: atvejo analizė 61 Recenzavo: doc. dr. Aida Mačerinskienė lekt. dr. Asta Fominienė 1 atvejis. AB „Snaigė“ – lietuviškų šaldytuvų ateitis 2 atvejis. Humana People to People – padėti žmogui, kuriam reikia pagalbos 3 atvejis. Socialinio tinklo „Facebook“ sėkmės priežastys 87 4 atvejis. UAB „Čili Holdings“ veikla ir plėtros galimybės 96 61 79 5 atvejis. Pokyčiai pasaulio mobiliųjų technologijų lyderės NOKIA veikloje 104 6 atvejis. Starbucks – kavos išsinešti meistras 7 atvejis. „Apple“ – išskirtinė kompanija informacinių technologijų rinkoje 9 atvejis. eBay internetinio verslo sėkmė 170 116 131 148 8 atvejis. Pokyčiai pasaulinėje automobilių pramonėje 10 atvejis. Kompanijos „Nike“ plėtrai sporto prekių rinkoje finišo linijos nėra 181 11 atvejis. Mažmeninė prekyba: „Tesco“ užkariauja pasaulį? 195 ISBN 978-609-459-052-8 © Marija Kučinskienė. 2012 © Laura Žiogelytė, 2012 © Gražina Jatuliavičienė, 2012 12 atvejis. Sėkminga „Google“ veikla – kas slepiasi už šimto nulių? 210 4 5 ...
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...Tradition And Modernity In the instinctive mode of western scholars, I had once thought of Tradition and Modernity as individual chapters, each of them thinking about its topic as an entity to be understood in its respective essence and unity. But I have come to understand in perhaps an equally perennial move by western students of Indian culture that these two terms do not in themselves exist. But they do function, dialogically. They work in relation with each other. Modernity functions as an economic and social tool to achieve some wealth, flexibility, and innovation for individuals and groups; Tradition functions, partly and at times largely, as a mythological state which produces the sensation of larger connectedness and stability in the face of shockingly massive social change over the last half-century. One might also say that Modernity is an economic force with social, cultural, and political correlatives; Tradition is a cultural force with social, economic, and political correlatives. Satisfyingly asymmetrical in their relation, they require us, in talking of one, to talk also of the other, just as they induce us to move as nimbly as possible between theoretical abstraction and experiential reality. But their separation is itself part of the mythological drama in current Indian thought, just as their mutual implication is the import of the same ironic smile that brings to an effective close any conversation one hears here about them. And so we take them in turn only...
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...> 168159 CD >m Gift of YALE UNIVERSITY With the aid of the ROCKEFELLER FOUNDATION 1949 OSMANIA UNIVERSITY LIBRARY Call No. Author %&V/S#/ 2-^ & Accession No. - . ? 37 r> This bookihould be returned on or before the date last marked below. WHAT IS LITERATURE? JEAN-PAUL SARTRE Translated from the French by BERNARD FRECHTMAN PHILOSOPHICAL LIBRARY NEW YORK Copyright, 1949, by Philosophical Library, Inc. 15 EAST 40th Street, New York, N.Y. Printed in the United States of America TABLE OF CONTENTS Foreword I II What Why is Writing? Write? Whom Does One Write? 7 38 III For IV Situation of the Writer in 1947 161 Index 299 67 FOREWORD want to engage yourself," writes a young imbecile, "what are you waiting for? Join the Communist Party." A great writer who engaged himself often and disengaged himself still more often, but who has forgotten, said to me, "The worst artists are the most engaged. Look "If you at the Soviet painters" "You want tres is to murder An old critic gently complained, literature. spread out insolently all Contempt for belles-let- through your review." A petty mind calls me pigheaded, which for him is evidently the highest insult. An author who barely crawled from name sometimes awakens men accuses me of not being one war to the other and whose languishing memories in old concerned with immortality; he knows, thank God, any number of people whose chief hope it is. In the eyes of an American...
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