...1. Key decision points used in making decisions: Informational interviews: In this phase, SG Cowen invites candidates to its office for an informational interview to get a clear understanding of the firm. Through this it assesses candidate’s interest level in the job. On Campus round: In this round key decisions point is checking if the candidate possess necessary skills to perform the job. Though the cultural fit is checked in this round the kind of questions asked will not reveal anything about the candidate. Super Saturday: In this round culture fit takes primary importance. In the five sessions of half an hour each, apart from the cultural fit, candidates are also tested for their skills, how they can handle pressure of attending 5 consecutive interviews, love for work, will the candidate accept the offer if given, commitment. 2. Evaluation of hiring process * Assigning a team captain to every school (its alumni) will help in engaging the students with the firm. * With the informational interviews they are able to create awareness among the students about their company. This is beneficial to the company also as it allows students to make an informed decision thereby reducing the potential for bad hiring. * By making the team captain liable to the quality of candidates they bring to Super Saturday, they have eliminated the risk of biasedness. * All interviewers were encouraged to take notes about the candidate during the interview. * They...
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...1 C h a p t e r 1 I n f o r m a t i o n T o d a y LEARNING TRACK 1: HOW MUCH DOES IT MATTER? In May 2003, Nicholas Carr, an editor at Harvard Business Review, wrote an article titled “IT Doesn’t Matter,” which stirred significant debate in the business community. Carr’s argument in a nutshell is that because every firm can purchase IT in the marketplace, because any advantage obtained by one company can easily be copied by another company, and because IT is now a commodity based on standards (such as the Internet) that all companies can freely use, it is no longer a differentiating factor in organizational performance. Carr argues that no firm can use IT to achieve a strategic edge over its competitors any more than it could with electricity, telephones, or other infrastructure. Therefore, Carr concludes, firms should reduce spending on IT, follow rather than lead IT in their industry, reduce risks by preparing for computer outages and security breaches, and avoid deploying IT in new ways. Most management information system (MIS) experts disagree. As we discuss later in this chapter and subsequent chapters throughout the book, research demonstrates that there is considerable variation in firms’ ability to use IT effectively. Many highly adept firms continually obtain superior returns on their investment in IT, whereas less adept firms do not. Copying innovations of other firms can be devilishly difficult, with much being lost in the translation. There is only...
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...CASE: C U S TOM F A B R I C AT O R S , I N C . — F R O M L E A N MA N U F A C T U R I N G PA R T N E R TO C O N T R A C T MA N U F A C T U R E R As Ben Lawson, CEO of Custom Fabricators, Inc., drove back to his home in South Indianapolis, he thought about the day. I’ve done a lot of business with Orleans Elevator in Bloomington over the years, but just wonder how long this will continue. I have much invested in my manufacturing plant located right next to their plant, but now that United Technologies [the parent company of Orleans] is all into this FreeMarkets Internet purchasing system, I just wonder how long they are going to be interested in keeping me in the supply chain loop. It’s been a good business over the past few years. I was in the right place at the right time when Orleans got into just-in-time and lean manufacturing in the late 1980s. Initially I was just making the control panels for the elevators. It was interesting to walk into a new building, get on the elevator, and see my company’s handiwork in that beautiful stainless steel panel that houses the buttons for the floors on the building. I could take a lot of pride in the craftsmanship even though it was largely a technology thing. That new numerically controlled machine tool that I purchased in 1985 made making the holes in those custom panels easy. We are still making beautiful panels. Since that time, my company has gotten a lot of other business from Orleans. We now make all kinds of special brackets...
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...100,000,000 1,000,000,000 + 5% 0.1 0.01 + 10 % + 20 % 4th 5th 4th 1st 2nd 3rd 254 Ω +1 % 5- Band Code Calculation Resistor Lead Left Right First Band Red Second Band Black Multiplier Band Yellow Tolerance Band Silver 2 0 x10,000 10 % 200 KΩ + 10 % - The Gold or Silver band is always placed to the right. The resistor value is read from the left to right. If there is no tolerance band, then find the side that has a band closest to a lead and make that the first band. Equation 2 0 x 10,000 1,000 = 1K Resistor = 200 K with a + 10 % Tolerance = 200,000 © Copyright 2006 Blue Point Engineering All Rights Reserved Page 1 Quick Guide Color Black Brown Red Orange Yellow Green Blue Violet Gray White Gold (G) Silver (s) None Band 3 Gold Silver Value 0 1 2 3 4 5 6 7 8 9 + 5% + 10 % + 20 % - Resistor Color Code 4 Band Resistance .22 ohm .27 ohm .33 ohm .39 ohm .47 ohm .56 ohm .68 ohm .82 ohm 1.0 ohm 1.1 ohm 1.2 ohm 1.3 ohm 1.5 ohm 1.6 ohm 1.8 ohm 2.0 ohm 2.2 ohm 2.4 ohm 2.7 ohm 3.0 ohm 3.3 ohm 3.6 ohm 3.9 ohm 4.3 ohm 4.7 ohm 5.1 ohm 5.6 ohm 6.2 ohm 6.8 ohm 7.5 ohm 8.2 ohm 9.1 ohm 10 ohm 11 ohm 12 ohm 13 ohm 15 ohm 16 ohm 18 ohm 20 ohm 22 ohm 24 ohm 27 ohm Notation R22 R27 R33 R39 R47 R56 R68 R82 1R0 1R1 1R2 1R3 1R5 1R6 1R8 2R0 2R2 2R2 2R7 3R0 3R3 3R6 3R9 4R3 4R7 5R1 5R6 6R2 6R8 7R5 8R2 9R1 10R 11R 12R 13R 15R 16R 18R 20R 22R 24R 27R Band 1 Red Red Orange Orange Yellow Green Blue Gray Brown Brown Brown Brown Brown Brown Brown Red Red Red Red Orange...
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...D e s i g n D o c u m e n t a t i o n f o r C o u r s e R e g i s t r a t i o n S y s t e m R e q u i r e m e n t s S t a t e m e n t f o r C o u r s e R e g i s t r a t i o n S y s t e m T h i s p r o j e c t i s t o d e v e l o p a c o u r s e r e g i s t r a t i o n s y s t e m f o r t h e U n i v e r s i t y o f M i s s i s s i p p i . A s t u d e n t w i s h i n g t o r e g i s t e r f o r c l a s s e s m u s t f i r s t e n t e r h i s i d e n t i f y i n g i n f o r m a t i o n . O n c e g i v e n a c c e s s , t h e s t u d e n t m a y s e l e c t a t e r m a n d t h e n b u i l d a p e r s o n a l c l a s s s c h e d u l e f r o m a m o n g t h e c l a s s e s o f f e r e d t h a t t e r m . A s t u d e n t m a y a d d a n d d e l e t e c l a s s e s f r o m t h e s c h e d u l e . A s t u d e n t w i l l n o t b e a l l o w e d t o c r e a t e a n i n v a l i d s c h e d u l e s u c h a s s c h e d u l i n g t w o c l a s s e s a t t h e s a m e t i m e o r s c h e d u l i n g ...
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...Blee and Richard W h i t t i n g t o n ~" s case • Western •:-petitive 5 zausing i-z -.—.nth closures is centred Europe pressure on the European and examines of operating through brewing industry increasingly markets alliances in the how the within global consolidation within acquisitions, This has resulted the industry. reliance of the brewers' upon super-brands. - :~e e a r l y y e a r s of t h e 21st c e n t u r y , E u r o p e a n b r e w e r s ^ : e d a s u r p r i s i n g p a r a d o x . The t r a d i t i o n a l c e n t r e of t h e -=-.-.' i n d u s t r y w o r l d w i d e a n d h o m e to t h e w o r l d ' s l a r g e s t : - = w i n g c o m p a n i e s , E u r o p e , w a s t u r n i n g off b e e r . B e e r : : " s u m p t i o n w a s falling in the largest m a r k e t s of G e r m a n y = r d t h e U n i t e d K i n g d o m , w h i l e b u r g e o n i n g in e m e r g i n g ~ a ~ k e t s a r o u n d t h e w o r l d . In 2008, E u r o p e ' s _ largest a ~ k e t , G e r m a n y , r a n k e d o n l y 5 t h in t h e w o r l d , b e h i n d ~ • ria, t h e U n i t e d S t a t e s , B r a z i l a n d R u s s i a . C h i n a , w i t h I'—, a n n u a l g r o w t h b e t w e e n 2003 and 2008, h a d b e c o m e " r . a r g e s t s i n g l e m a r k e t by v o l u m e , a l o n e a c c o u n t i n g : - 2 3 % of w o r l d c o n s u m p t i o n [ E u r o m o n i t o r , 2010]. T a b l e 1 d e t a i l s t h e o v e r a l l d e c l...
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