...Belgaum TIME TABLE FOR JUNE/JULY 2012 MBA (2010 Scheme) EXAMINATIONS Date & Day 18/06/2012, Monday 19/06/2012, Tuesday 20/06/2012, Wednesday 21/06/2012, Thursday 22/06/2012, Friday 25/06/2012, Monday 26/06/2012, Tuesday 27/06/2012, Wednesday I Sem. 9.30 a.m. - 12.30 p.m. – 10MBA11-Management & Behavioural Process – 10MBA12-Managerial Economics – 10MBA13-Statistics for Management – 10MBA14-Accounting for Managers II Sem. 9.30 a.m. - 12.30 p.m. 10MBA21 – Quantitative Techniques for Management – 10MBA22 – Indian Business Environment – 10MBA23 – Financial Management – 10MBA24 – Business Law – III Sem. 2.00 p.m. - 5.00 p.m. – – – 10MBA31 – Strategic Management – 10MBA32 – Management Accounting & Control Systems – 10MBA33 – Operations Management IV Sem. 2.00 p.m. - 5.00 p.m. – – 10MBA41 – Change and Knowledge Management – 10MBA42 – Entrepreneurial Development – 10MBA43 – Supply Chain Management – 10MBAMM415 – Rural Marketing 10MBAFM425 – Project Appraisal Planning & Control 10MBAIS435 – Multimedia Applications Programming Using VB 10MBAHR445/10MBAIB465 – International Human Resource Management 10MBAPM455 – Project Management 10MBABF475 – Treasury & Risk Management 28/06/2012, Thursday – 10MBA25 – Human Resource Management – 29/06/2012, 10MBA15-Management Information Systems Friday – 10MBAMM311– Business Marketing 10MBAFM321– Advanced Financial Management 10MBAIS331– Object Oriented Programming Systems Using Java 10MBAHR341– Organizations...
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...2015 MGMT 5260 – Final Project Project Report Ha Luu Nguyen 213651096 Nidhi Joshi 213678271 Nomita Chennamraju 213862529 Raghvendra Bagla 213678560 Srini Venkatachalam 213678453 MGMT 5260 – Final Project Contents EXECUTIVE SUMMARY ................................................................................................... Error! Bookmark not defined. APPENDIX – 1 – BUSINESS MODEL OF UBER ................................................................................................................ 6 Purpose and scope.................................................................................................................................................... 6 Methodology and sources of information ................................................................................................................ 6 Highlights of findings and implications for value creation. ...................................................................................... 6 APPENDIX – 2 – VALUE CREATION CYCLE OF UBER ...................................................................................................... 7 Purpose and scope.................................................................................................................................................... 7 Methodology and sources of information ................................................................................................................ 7 ...
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... MARKETING, AND ENTREPRENEURSHIP SYLLABUS MANAGEMENT 6 PRODUCTION AND OPERATIONS MANAGEMENT I. TITLE OF THE COURSE: Management 6 II. COURSE DESCRIPTIVE TITLE: Production and Operations Management III. COURSE CREDIT: Three (3) units IV. PRE-REQUISITE: Mgmt 1 and Math 4C V. COURSE DESCRIPTION: As a primary business function, along with marketing and finance, the production operations function plays a vital role in achieving the organization’s basic purpose for existence – to satisfy customer needs – by transforming resources into goods and services. Production operations management is important for two reasons: (1) it is the operations function that is primarily concerned with the production of goods and the provision of services, and (2) the operations function typically involves the greatest portion of the organization’s human resources and is responsible for a large portion of the firm’s capital assets. This course introduces the strategic and tactical decisions involved in production operations management. It focuses on the concepts and tools that are used in making decisions as well as trends and global best practices related to the planning and design, operation, and control of production operations systems. VI. COURSE OBJECTIVES: 1. To enable the students to develop a comprehensive understanding of the production/operations function and to appreciate its role as well as its interdependence with the other...
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...Division, Deputy Director of Operations) ICRC – provide humanitarian relief, Humanitarian ‘Multinational’ Organisation Home base: Geneva, Switzerland Orgn Values – Neutrality, Independence, Discretion & Humanism Total Workforce – (2008) over 14,000 over 100 nationalities Until recently – ICRC is very Swiss , very Genevoise Expatriate – open to all nationalities but 93% is westerners (1992) Changing expatriate composition – expatriates number increasing – Africa, Asia & Latin America HR Policy – recruitment from Geneva – sent to field with ‘learning by doing’, operate under sense of danger, meeting immediate challenges, focus on short term, quickly develops and reinforces team and team loyalties, rotation every 12 months, no formal training, no continuity for developing people, Career - little career planning, career developed through interpersonal networks & driven by opportunities, most recruits stayed for 2 to 3 years, no management development, those remain and reach top of HQ –mostly Swiss male (old school boys club) CURRENT CHALLENGES – greater diversity in mgmt ranks – more professionals, foreigners and women. NEW STRATEGIC PLAN (2007 -2010) – challenges to HRM. 3 mgmt priorities – 1. Multidisciplinary; 2. Greater accountability & 3. Increased efficiency thru’ results based management. Role of HQ? – Centralised or Decentralised? Policies & Procedures needed to be Standardised to achieve efficiency & operation coherence but ensure flexibility;...
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...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 or may be perceived to promote an audit client’s position or opinion. Intimidation threat It occurs when a member of the audit team may be deterred from acting objectivity and exercising professional judgment due to pressure given by the audit client to terminate the service. Auditors have an obligation to disclose -where the courts order them to do so -where they suspect their client...
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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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...OMISCh.1 Operations MGMT = mgmt of systems that create good or provide services. 3 main functions = Operations, Finance, Marketing Operations = creation of goods/services Finance = Providing funds ($) for operations/marketing Marketing = Promoting and/or selling goods and services POM decisions characterized by tools Scope of POM = System desing and system operation System desigin = before production can begin (layout, design) System operation = production itself (scheduling) Classify production systems = Volume and variety Volume = dictated by number of production and may vary Variety = examples (tires, tv’s, eyeglasses, dental work) Recent trends = managers must pay attention and keep up with technology Agility = ability to respond quickly to demands and opportunities. Systems approach = “whole is greater than the sum of the individual parts” Pareto principle (80-20 Rule) = few (20%) items, factors account for the share (80%) of the problems. All things not equally important, identify key factors. Ch 2 7 ways to be competitive: Price, quality, special features, flexability, delivery time, service, location. Mission statement: a clear statement of companies purpose Strategy: need to be competitive and satisfy customers. Strategy Formulation: Distinctive competencies, environmental scanning Distic competencies: special abilities that give comp edge. (ex. Price, location) Environment scanning: consider events and trends that present threats and opportunities...
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.../ 387 BUSINESS ADMINISTRATION Master of Business Administration Accredited by AACSB International, the Association to Advance Collegiate Schools of Business with concentrations in: Accounting Cyber Security Entrepreneurship Finance Global Business Information Systems and Technology Management Marketing Management Supply Chain Management Master of Business Administration for Executives Master of Business Administration for Professionals College of Business and Public Administration Jack Brown Hall, Room 282 (909) 537-5703 mba.csusb.edu MASTER OF BUSINESS ADMINISTRATION Requirements (48 units) The Master of Business Administration (M.B.A.) program provides postbaccalaureate students with a high-quality master-level education in the field of business administration. The program is designed to prepare promising students for positions of increasing responsibility and leadership through education in the broad scope of business and through in-depth knowledge in one or more specialized areas of business. The program is open to all qualified students, regardless of undergraduate major. Students who do not have a background in the area of business administration can obtain this required capability by completing designated prerequisite courses or through individual study with competency demonstrated through credit by examination or by demonstrated work experience. Admission to the M.B.A. Program In addition to the general requirements of the university, specific requirements...
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...Yashashree Kulkarni Operations & Supply chain Mgmt Date; June 21 Critical and Creative Thinking in Operations And Supply Chain Management The reality of the 21st century is the presence of the VUCA environment that is , volatile, uncertain, complex and ambiguous. This highly dynamic business world, requires the business leaders to think both critically & creatively in order to be successful in their area of expertise. Leaders are expected to be operating at such rapid pace, in this high level of business environment that critical thinking coupled with an ability to be creatively inclined while implementing business decisions and problem solving is paramount to success. Even though critical thinking may seem like a “soft skill” from a distance, it is in fact, a key component for a leader to have, not a luxury but an essential quality. Criticality assesses; Creativity originates. This exemplifying interdependence between these qualities explores and requires the art of questioning critically like Socratic questioning. A leader who constantly questions the norms, to get to the bottom of things and implements the art of questioning questions in order to better reflect on problems is successful professionally.(Boghossian, P. (2006)). Operations and supply chain management is a field of business that requires this art of thinking critically and implementing creatively; these managers in operations are continuously cajoled to think “outside-the-box”; implicitly eschewing that the...
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...“production is a process by which goods or services are created”. Production involves the step by step convertion of one form of material into another through chemical or mechanical process with a view to enhance the utility of the product or services. 2. Characteristics features of production system? 1. Production is an organized activity. 2. The system transforms the various inputs into useful outputs. 3. Production system does not operate in isolation from the other organizational systems. 4. There exists a feed back about the activities which is essential to control and improve system proformation. 3. Define production management: “Production management deals with the decision making related to production process of that the resulting goods and service is produced according to specifications in the amounts and at the scheduled demanded and at minimum cost” – Elwood Butta. 4. What are the difference between production management and operation management? Production mgmt Operation mgmt 1. It is concerned with manufacturing 2. Out put is tangible 3. In this, job useless labour and more equipment 4. There is no customer participation 1. It is concerned with services 2. Output is intangible 3. In this, job use more labour and less equipment 4. Frequent customer participation 5. What are the functions of production mgmt? 1. Production planning 2. Production control 2 3. Factory building 4. Provision of plant services 5. Plant layout 6. Physical Environment ...
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...are also thankful to Mr. & the staff of PSL ltd for their co-operation which was much more than our expectations & for their support which helped us in making our project. CONTENTS Contents Pg. no. Companys introduction Vission, Mission, Values Organisational structure Functions of different department Various Processess Decisions taken at each level & Information required for that Information tools Security system Introduction PSL Limited (PSL) is the largest manufacturer of high-grade large diameter Helical Submerged Arc Welded (HSAW) pipes in India, which was incorporated on 24th August 1987 as a Private Limited Company. PSL manufactures and supplies pipes certified to API (American Petroleum Institute) standards for oil, gas and water transmission as well as structural and piling applications for both onshore and offshore sector. With 12 pipe mills at multiple and strategically coast-based locations in Kandla, Chennai, Visakhapatnam, Ahmedabad, and Jaipur along with the recently commissioned Sharjah unit the company producing pipes, which accounts annual capacity of 1,175,000 MT per year. Other business segments that PSL caters to, include pipes coating, induction pipe bending and sacrificial anode manufacturing, rebar coating, modular furniture and structural building fabrication. The Company commenced its commercial operations for pipe coating plants and Fusion bonded epoxy coating plants in the year 1988 and...
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...MGT 756 HORTICULTURE 762 FABRIC STUDY 774 PRINTED TEXTILE 778 OP&MNT.OF COMM DEV 789 Monday,09th March, 2015 10:30 AM PHYSICS 042 MARKETING 613 STORE ACCOUNTING 618 CASH MGMT & H-KEEP 619 AC & REFRGTN-III 632 VEGETABLE CULTURE 642 B THERAPY&HAIR DES 654 OPTICS 658 CLNCL BIO-CHE(MLT) 661 FUND OF NURSING II 663 RADIOGRAPHY-GENL 667 MEAL PLNG & SERVIC 676 TEXTILE SCIENCE 684 INDIA-TOURIST DEST 693 I T SYSTEM 699 PRIN &PRA-LIFE INS 705 INT TO FINANCL MKT 723 C HEALTH NURSING 731 BAKERY 751 GARMENT CONSTRCTN 776 TRAD.INDIAN TEXTLE 777 ELECTICAL MACHINE 787 Tuesday,10th March, 2015 10:30 AM HISTORY 027 BIOTECHNOLOGY 045 ENGG. GRAPHICS 046 LAB MEDICINES(MLT) 660 RETAIL SERVICES 744 LGSTCS,OPER&SUP CH 750 BUS.OPERTN & ADMN 766DATE-SHEET SENIOR SCHOOL EXAMINATION,2015 PAGE => 2 DAY,DATE AND TIME SUBJECT NAME AND SUB-CODE Tuesday,10th March,2015 10:30 AM MARKETING 783 Thursday,12th March, 2015 10:30 AM CHEMISTRY 043 LENDING OPERATIONS 620 APPLIED PHYSICS 625 FLORICULTURE 643 COSMETIC CHEMISTRY 655 BIOLOGY-OPTHALMIC 657 COMM.HEALTH NUR II 664 RADIATION PHYSICS 666 DESG & PAT MAKING 685 DYEING & PRINTING 688 TRAVEL TRADE MGMT 694 BUSINESS DATA PROC 700 COMPUTER& LIFE I A 706 TPT. SYSTEMS &MGMT 712 B P O SKILLS 724 FOOD& BEV C & CNTL 737 HOLISTIC HEALTH 746 FLORICULTURE 765 COST ACCOUNTING 781 Friday,13th March, 2015 10:30 AM DANCE-KATHAK 056 DANCE-BHARATNATYAM...
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...5-4: In general what is a union “local”. What are the role and functions of union locals? How are they structured and governed? A local union can either be independent or it can be affiliated with and subject to the authority of a provincial, national, or international (US based) parent union. The local level is the union, while in the latter, it serves as the basic unit of the union. Union locals are typically established on the basis of geographical proximity. Locals typically represent eligible workers at a single location, though in the case of so-called amalgamated locals where two locals have joined together, they may represent workers at a number of locations within a geographical area. (Public sector locals can cover all employees in a municipal region or even a province) Role of union locals: 1. contract administration: it is generally the local that represents workers on a day-to-day basis and it is at the local level that most union members have the greatest opportunity for participation in union affairs. 2. Negotiation: members have the right to take part in local meetings and to vote on local level issues. Local unions represent their members in collective bargaining either through the actual conduct of negotiations or through some form of representation on the union bargaining committee. 3. Consultation with management: 4. Worker compensation: worker comp claims 5. local politics ( primary day-to-day role of the local unions is ensuring that the...
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...Program/initiative as listed in YPPB 2013 Strategic Plan (file YPPB 2013 Plan v1.0.ppt – slide 8-10). The relevant department must complete the items below for each program/initiative. Program/Initiative | Corporate Social Responsibility | Department | Corporate Services | Brief Description | To reach out to more to the public and extend assistance and at the same time introduce branding Yayasan further | Target Launch Date | Jan 13/Mar13/Dec13 | Duration | 1 Day Per Event | | Program Objective | Objective must be measurable (target achievement) and can be basis for KPIs 1. To expend CSR initiative for YPPB every quarter | Target Participants / Group | Target No. of Pax | 20-30 (YPPB Staff & Volunteers) | 1. For the Hereafter – Aid to Surau/Musolla/Madrasah outside KL 2. Clean & Go – Community service at nursing home/pet shelter 3. Childrens Day 4. Buka Sekolah Drive – Orphanage/Children Single Mother Group/Children from Underprivileged background | Activities | Duration | List of activities to be carried out during the program/initiative in chronological order including decision required 1. For the Hereafter – Upgrade of amenities (carpets/curtains/abulation area etc) 2. Clean & Go – Gotong-royong/mural painting/recreational area 3. Childrens Day 4. Buka Sekolah Drive – School registration fee and equipment to 100 Primary and Secondary School kids. | 1 Day1-2 Days1 Day1 Day | Potential Partner / Vendor | Scope of...
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...UNDERGRADUATE REGULATIONS & SYLLABUSES 2014 - 2015 THE FACULTY OF SOCIAL SCIENCES TABLE OF CONTENTS MESSAGE FROM THE DEAN ............................................................. 3 UNDERGRADUATE PROGRAMMES ................................................ 4 ACADEMIC CALENDAR 2014-2015 ................................................ 5 DEFINITIONS ...................................................................................... 13 GENERAL INFORMATION & REGULATIONS .............................. 14 General Regulations for Bachelor of Science Degrees 14 Special Regulations for Degrees in Hospitality and Tourism Management........................................................... 27 Franchise Agreements .......................................................... 27 EVENING UNIVERSITY -GENERAL INFORMATION & REGULATIONS ................................................................................... 28 General Regulations for Bachelor of Science Degrees 28 General Regulations for Diploma Programmes ............ 36 General Regulations for Certificate Programmes ......... 37 STUDENT PRIZES .............................................................................. 38 CODE OF CONDUCT ........................................................................ 39 UNIVERSITY REGULATIONS ON PLAGIARISM .......................... 40 THE ACADEMIC SUPPORT/ DISABILITIES LIAISON UNIT (ASDLU) ..............................................................................................
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