...Salary Inequities at Acme Manufacturing Brandi L. Woods Excelsior College Author Note Salary Inequities at Acme Manufacturing Discrimination of any kind is a very volatile subject. Depending on the employee’s job satisfaction and commitment this situation could snowball into litigation if not handled properly. If the employees are satisfied and committed, they will be more agreeable to negotiate a successful conclusion to issue at hand. Salary Inequality Joe Black realized he had salary situation when he took over as president of Acme Manufacturing. Black noticed that there was considerable inequity in the pay structure for salaried employees. After a discussion with the human resources director he believed that the inequality stemmed from individual bargaining with the past president. Scrutinizing the salaried payroll showed that 14 of the 25 employees were female, three were front-line factory supervisors, 10 were non-management and one was the human resources director. The female staff were being paid less than their male counterparts, the human resources director was also under paid. Black hired a compensation consultant, they decided that all 25 salaried jobs should be in the same job assessment group. The job evaluation showed that the HR director and the three female supervisors were being underpaid comparative to equivalent male salaried employees. He knew that if the underpaid female supervisors took the case to the local EEOC office, the company could be...
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...Word count Jerri Stewart DeVry/Keller University Human Resource Management 590 Professor January 25, 2013 Job Analysis Requests for new full time employees must define the position clearly and its relevance for a new position. Why do a job Analysis? As stated by Ghorpade, Jai, (1988, p 1), a job analysis uses a variety of methods but serves to bring purpose to the organization and serves as legal compliance tools for EEOC and ADA. It provides the advantage of getting first hand information on identifying and verifying useful data for performing the job. Some disadvantages of a job analysis are it is time consuming, requires a useful sample size, and does not take into account most mental tasks. The job analysis is designed to collect and gather information on the process of job related duties a person will perform on the job. The data is used to develop and support the job itself, the job description; helps formulate an appropriate classification for the job and the job performance evaluation. The job analysis should clearly list the specific duties the person will be responsible for and how much time it will take to complete each task. In determining job functions it is important to remember the actual duties to be performed and that they are essential to the job. The level of experience will be required and any special training or education that will also be needed in order for it to be evaluated. There should be a clear purpose for analyzing...
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...Algebra for the Utterly Confused This page intentionally left blank. Algebra for the Utterly Confused Larry J. Stephens McGraw-Hill New York San Francisco Washington, D.C. Auckland Bogotá Caracas Lisbon London Madrid Mexico City Milan Montreal New Delhi San Juan Singapore Sydney Tokyo Toronto Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-143095-4 The material in this eBook also appears in the print version of this title: 0-07-135514-6 All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc...
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...2012 1 Contents Preface 4 Mathematics of Finance 1. Simple Interest . . . . . . . . . . . . . . . . . . . . . . . 2. Discrete and Continuous Compound Interest . . . . . . 3. Ordinay Annuity, Future Value and Sinking Fund . . . 4. Present Value of an Ordinay Annuity and Amortization . . . . Matrices and Systems of Linear Equations 5. Solving Linear Systems Using Augmented Matrices . . . . 6. Gauss-Jordan Elimination . . . . . . . . . . . . . . . . . . 7. The Algebra of Matrices . . . . . . . . . . . . . . . . . . 8. Inverse Matrices and their Applications to Linear Systems . . . . . . . . . . . . . . . . . . . . . . . . Linear Programming 9. Solving Systems of Linear Inequalities . . . . . . . . . . . . . . 10. Geometric Method for Solving Linear Programming Problems 11. Simplex Method for Solving Linear Programming Problems . 12. The Dual Problem: Minimization with ≥ Constraints . . . . . Counting Principles, Permuations, and 13. Sets . . . . . . . . . . . . . . . . . . 14. Counting Principles . . . . . . . . . 15. Permutations and Combinations . . . . . . 5 5 12 19 26 . . . . 34 34 42 53 62 . . . . 69 69 77 86 97 Combinations 106 . . . . . . . . . . . . . . . 106 . . . . . . . . . . . . . . . 117 . . . . . . . . . . . . . . . 123 Probability 129 16. Sample Spaces, Events, and Probability . . . . . . . . . . . . . 129 17. Probability of Unions and Intersections;...
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...Chapter 1 The Evolution of the Modern Firm Chapter Contents 1) Introduction 2) The World in 1840 • Doing Business in 1840 • Conditions of Business in 1840: Life Without a Modern Infrastructure Example 1.1: The Emergence of Chicago 3) The World in 1910 • Doing Business in 1910 Example 1.2: Responding to the Business Environment: The Case of American Whaling • Business Conditions in 1910: A "Modern" Infrastructure Example 1.3: Evolution of the Steel Industry 4) The World Today • Doing Business Today • The Infrastructure Today Example 1.4: Economic Gyrations and Traffic Gridlock in Thailand 5) Three Different Worlds: Consistent Principles, Changing Conditions, and Adaptive Strategies Example 1.5: Infrastructure and Emerging Markets: The Russian Privatization Program Example 1.6: Building National Infrastructure: The Transcontinental Railroad 6) Chapter Summary 7) Questions Chapter Summary This chapter analyses the business environment in three different time periods: 1840, 1910 and the present. It looks at the business infrastructure, market conditions, the size and scope of a firm’s activities and a firm’s response to changes. This historical perspective shows that all successful businesses have used similar principles to adapt to widely varying business conditions in order to succeed. Businesses in the period before 1840 were small and operated in localized markets...
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...IN THIS CHAPTER YOU WILL . . . 1 Learn that economics is about the allocation of scarce resources Examine some of the tradeof fs that people face Learn the meaning of oppor tunity cost See how to use marginal reasoning when making decisions TEN OF PRINCIPLES ECONOMICS Discuss how incentives af fect people’s behavior The word economy comes from the Greek word for “one who manages a household.” At first, this origin might seem peculiar. But, in fact, households and economies have much in common. A household faces many decisions. It must decide which members of the household do which tasks and what each member gets in return: Who cooks dinner? Who does the laundry? Who gets the extra dessert at dinner? Who gets to choose what TV show to watch? In short, the household must allocate its scarce resources among its various members, taking into account each member’s abilities, efforts, and desires. Like a household, a society faces many decisions. A society must decide what jobs will be done and who will do them. It needs some people to grow food, other people to make clothing, and still others to design computer software. Once society has allocated people (as well as land, buildings, and machines) to various jobs, 3 Consider why trade among people or nations can be good for everyone Discuss why markets are a good, but not per fect, way to allocate resources Learn what determines some trends in the overall economy 1 TLFeBOOK 2 4 Ten Principles...
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...LDR/531 isn’t available until Sep. 03 and has 30 questions. LDR 531 FINAL EXAM PREP 1) Mintzberg concluded that managers perform 10 different, highly interrelated roles. Which of the following is one of the broad categories into which these roles might be grouped? A) intrapersonal B) institutional C) decisional D) affective E) reflective 2) Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? A. Managers no longer need technical skills in subjects such as economics and accounting to succeed. B. Managers need to understand human behavior if they are to be effective. C. These skills enable managers to effectively lead human resources departments. D. A manager with good interpersonal skills can help create a pleasant workplace 3) Which of the following is best defined as a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals? A. Party B. Unit C. Community D. Organization 4) Which of the following is not one of the four primary management functions? A) controlling B) planning C) staffing D) organizing E) leading 5) Determining how tasks are to be grouped is part of which management function? A. Leading B. Planning C. Controlling D. Organizing E. Contemplating 6) Which of the following is least likely to be considered a manager? A. A lieutenant leading an infantry...
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...The Six Sigma Handbook Revised and Expanded A Complete Guide for Green Belts, Black Belts, and Managers at All Levels THOMAS PYZDEK McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by The McGraw-HIll Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-141596-3 The material in this eBook also appears in the print version of this title: 0-07-141015-5. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...GMAT GRADUATE MANAGEMENT ADMISSION TEST McGraw-Hill’s 2008 Edition James Hasik Stacey Rudnick Ryan Hackney New York | Chicago | San Francisco | Lisbon London | Madrid | Mexico City | Milan | New Delhi San Juan | Seoul | Singapore | Sydney | Toronto Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-151120-2 The material in this eBook also appears in the print version of this title: 0-07-149340-9. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights...
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...McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. Course BBE 4505 Omar Espinoza University Of Minnesota NATURAL RESOURCES McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. http://create.mcgraw-hill.com Copyright 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw-Hill Create text may include materials submitted to McGraw-Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. Instructors retain copyright of these additional materials. ISBN-10: 1121789048 ISBN-13: 9781121789043 McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. Contents 1. Preface 1 2. Methods, Standards, and Work Design: Introduction 7 Problem-Solving Tools 27 3. Tex 29 4. Operation Analysis 79 5. Manual Work Design 133 6. Workplace, Equipment, and Tool Design 185 7. Work Environment Design 239 8. Design of Cognitive Work 281 9. Workplace and Systems Safety 327 10. Proposed Method Implementation 379 11. Time Study 413 12. Performance Rating and Allowances 447 13. Standard Data and Formulas 485 14. Predetermined Time Systems 507...
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...Made By Jason & Franklin. This Document Is Strictly Prohibited For Commercial Purposes Without Authorization. List 1 GRE Verbal 750 Quantitative 800, AW 5.5 2008 10 Princeton, MIT, M. Fin Unit 1 ABANDON A B D I C AT E ABASE ABERRANT ABASH ABET A B AT E A B E YA N C E A B B R E V I AT E ABHOR abandon [ 1 n. ] carefree, freedom from constraint added spices to the stew with complete abandon unconstraint, uninhibitedness, unrestraint 2 v. to give (oneself) over unrestrainedly abandon herself to a life of complete idleness abandon oneself to emotion indulge, surrender, give up 3 v. to withdraw from often in the face of danger or encroachment abandon the ship/homes salvage 4 v. to put an end to (something planned or previously agreed to) NASA the bad weather forced NASA to abandon the launch abort, drop, repeal, rescind, revoke, call off keep, continue, maintain, carry on abase [ 1 v. ] to lower in rank, office, prestige, or esteem was unwilling to abase himself by pleading guilty to a crime that he did not commit debauch, degrade, profane, vitiate, discredit, foul, smirch, take down elevate, ennoble, uplift, aggrandize, canonize, deify, exalt abash [ 1 vt. ] to destroy the self-possession or self-confidence of ,disconcert, embarrass Nothing could abash him. discomfit, disconcert, discountenance, faze, fluster, nonplus, mortify embolden abate [ 1 v. ] to reduce in degree or intensity / abate his rage/pain taper off intensify 2 v. ...
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...Download GRE Big Book Word List GRE Big Book Word List abase v. To lower in position, estimation, or the like; degrade. abbess n. The lady superior of a nunnery. abbey n. The group of buildings which collectively form the dwelling-place of a society of monks or nuns. abbot n. The superior of a community of monks. abdicate v. To give up (royal power or the like). abdomen n. In mammals, the visceral cavity between the diaphragm and the pelvic floor; the belly. abdominal n. Of, pertaining to, or situated on the abdomen. abduction n. A carrying away of a person against his will, or illegally. abed adv. In bed; on a bed. aberration n. Deviation from a right, customary, or prescribed course. abet v. To aid, promote, or encourage the commission of (an offense). abeyance n. A state of suspension or temporary inaction. abhorrence n. The act of detesting extremely. abhorrent adj. Very repugnant; hateful. abidance n. An abiding. abject adj. Sunk to a low condition. abjure v. To recant, renounce, repudiate under oath. able-bodied adj. Competent for physical service. ablution n. A washing or cleansing, especially of the body. abnegate v. To renounce (a right or privilege). abnormal adj. Not conformed to the ordinary rule or standard. abominable adj. Very hateful. abominate v. To hate violently. abomination n. A very detestable act or practice. aboriginal adj. Primitive; unsophisticated. aborigines n. The original of earliest known inhabitants of a country. http://www.testsworld.com/gre-word-list...
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...Download GRE Big Book Word List GRE Big Book Word List abase v. To lower in position, estimation, or the like; degrade. abbess n. The lady superior of a nunnery. abbey n. The group of buildings which collectively form the dwelling-place of a society of monks or nuns. abbot n. The superior of a community of monks. abdicate v. To give up (royal power or the like). abdomen n. In mammals, the visceral cavity between the diaphragm and the pelvic floor; the belly. abdominal n. Of, pertaining to, or situated on the abdomen. abduction n. A carrying away of a person against his will, or illegally. abed adv. In bed; on a bed. aberration n. Deviation from a right, customary, or prescribed course. abet v. To aid, promote, or encourage the commission of (an offense). abeyance n. A state of suspension or temporary inaction. abhorrence n. The act of detesting extremely. abhorrent adj. Very repugnant; hateful. abidance n. An abiding. abject adj. Sunk to a low condition. abjure v. To recant, renounce, repudiate under oath. able-bodied adj. Competent for physical service. ablution n. A washing or cleansing, especially of the body. abnegate v. To renounce (a right or privilege). abnormal adj. Not conformed to the ordinary rule or standard. abominable adj. Very hateful. abominate v. To hate violently. abomination n. A very detestable act or practice. aboriginal adj. Primitive; unsophisticated. aborigines n. The original of earliest known inhabitants of a country. http://www...
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...IMPORTANT This electronic version of The Century Vocabulary Builder (1922) has been prepared by Serenson Pty Ltd for www.write-better-english.com. This PDF follows the pagination of the original (hard copy) book and includes hypertext links that we have inserted, which look like this. Please do not remove links. Reformatting the original text into this PDF has been no easy task; it is possible that the process has introduced errors or caused omissions. As a result, we make no guarantee about the accuracy or completeness of this version of the Vocabulary Builder. If you find an error or omission in this PDF, please check the original book and contact us so that we can fix the error or omission. Please check your local copyright laws before accessing this PDF. If you are serious about building your vocabulary, we highly recommend you try the popular vocabularybuilding program called Ultimate Vocabulary Want the ultimate vocabulary builder? Click www.write-better-english com/ultimate-vocabulary.aspx THE CENTURY VOCABULARY BUILDER BY GARLAND GREEVER AND JOSEPH M. BACHELOR NEW YORK THE CENTURY CO. Want the ultimate vocabulary builder? Click www.write-better-english com/ultimate-vocabulary.aspx PREFACE You should know at the outset what this book does not attempt to do. It does not, save to the extent that its own special purpose requires, concern itself with the many and intricate problems of grammar, rhetoric, spelling, punctuation, and the like; or clarify...
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