...© Copyright by Institute of Organization and Managment in Industry „ORGMASZ” Vol 1(1); p. 37 - 45 Year 2008 10.2478/v10061-008-0005-y Intellectual Capital Measurement Methods Jolanta Jurczak* Introduction Evolution of economy has caused important changes in activity of companies on the global market. Nowadays we are observing a growth the importance of intellectual resources as an effective tool for increasing corporate competitiveness. This fact has caused the need to manage companies and to measure their performance in a new way. Measuring Intellectual Capital is essential and very important in order to compare different companies, to estimate their real value or even to control their improvement year by year. Also to improve the way in which companies manage its intellectual resources that generate value and give back some benefits in consequences maximizing advantages for the company. Authors like Kaplan and Norton (1996), Stewart (1997), and Kerssens (1999) use phrases like “If you can’t measure it, you can’t manage it” to justify the search for new Measurement Methods.1 But to measure Intellectual Capital is necessary to determine exactly what the Measurement Methods are, which are the best and which the company should choose to evaluate its assets in proper way. Properly using Intellectual Capital Measurement Methods can cause the creation of competitive advantage and in consequence create development of the whole company at the present day. The Concept and Classification...
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...INTERNATIONAL SCHOOL OF INFORMATICS AND MANAGMENT For partial fulfillment of MBA programme 2011-2013 [pic] CONTEMPORARY REPORT ON “ STRATEGY ANALYSIS OF APPLE CORPORATION AND ITS PRODUCTS” [pic] |Submitted to: |Submitted by: | |Mr.Sandeep Vyas | Neha Singh | |Mr.Rahul Sharma |MBA/11/2065 | | | | CERTIFICATE This is to certify that the project work of market research and analysis in the report entitled “Strategy analysis of apple corporation and its product” is a bonafide work carried out by Ms. Neha singh under my supervision and guidance. The project is submitted for the partial fulfillment of the requirement for the award of Masters of Business Administration. The project is the original work carried out by the Student herself. Date:26/04/2012 Faculty Mentor: Mr.Sandeep Vyas Mr.Rahul Sharma PREFACE This project has been undertaken to understand the strategy of Apple...
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...Smart Service Queensland Information Systems and Green IT Strategies 2010 Submitted: 18/10/2010 Prepared by: Varun Kewal (Student No: W0103335) varun_kewal@hotmail.com Word Count: 2,847 words Letter of Transmittal Green Tech Pty Ltd 23 Virtual Drive Technology Park, QLD 4125 18 October 2010 The Director Smart Service Queensland 37 Creek Street Brisbane QLD 4000 Dear Ms Jeans, Please find attached our report analysing the IT infrastructure for SSQ and value that can be added with the implementation Green IT strategies. As discussed with you in our meeting on 2 August, we have focused on the issues and challenges being faced by the current IT infrastructure and possible solutions. We have paid particular attention to the IT Infrastructure Ecosystem in place and have provided a breakdown of the different hardware and software in place currently and what opportunities exist to make improvements to improve processing power as well as realise savings in the long run. Our analysis highlighted that there are issues and challenges currently being faced due to the current IT Infrastructure in place. We recommend that you proceed with the replacement of current IT hardware that is nearly at the end of it’s 5 year cycle as already identified by the ICT Manager Steve Young. I wish to take this opportunity to thank Mr Young for making himself available to provide invaluable data to assist with this report. We have also identified a number of...
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...MAPAS DE GESTION PRAGMATICA Y VISIONARIA EN ORGANIZACIONES (M2H) Profesor Supervisor Propuesto: Mario Tarride F. Profesor Externo Invitado: Ph D Kenneth Massey CONTENIDOS DE LA PROPUESTA MAPAS DE GESTION VISIONARIA Y PRAGAMATICA EN ORGANIZACIONES 1. Resumen de la propuesta: Todas las organizaciones intentan planear para el corto y largo plazo y ser consecuentes en las acciones que toman para asegurar los intereses de la organización para hoy y para mañana. A fines de los años 90, Bud Vieira, en el marco de su participación en la empresa consultora Internacional BDA (Business Design Associates) publicó un Documento de Trabajo denominado “Cultivating the Visionary Enterprise”, que fue utilizado por esta empresa en Telefónica CTC Chile con el nombre en español de “Mapa de Dos Horizontes” y que esta incorporado como Anexo a esta presentación. Vieira señala en él que hay diferencias cualitativas entre pensar y actuar frente a las demandas pragmáticas del presente y anticipar el horizonte visionario de mañana. Es decir “el mañana” a largo plazo es cualitativamente diferente que “el mañana” a corto plazo. El mapa muestra el carácter revolucionario de mover a la organización de un espacio a otro y porque al no entender el carácter revolucionario de pasar de un horizonte a otro puede atraparla en un presente continuo con un futuro ilusorio. Prepararse para el largo plazo es un acto cualitativamente diferente que prepararse uno para...
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...AACSB Table 10-1: Summary of Faculty Qualifications, Development Activities, and Professional Responsibilities Date Range: January 1, 2007 - August 1, 2012 Accounting: Professor | | | | | | | Five-Year Summary of Development Activities Supporting AQ or PQ Status | | Name | Highest Earned Degree & Year | Date of First Appointment to the School | Percent of Time Dedicated to the School's Mission | Acad Qual | Prof Qual | Other | Intell. Contrib. | Prof. Exper. | Consult. | Prof. Develop. | Other Prof. Activities | NormalProfessionalResponsibilities | | | | | | | | | | | | | | Som Bhattacharya | Ph D, 1994 | | 100.0 | YES | | | 12 (5) | Service: 0Work: 0 | 0 | 0 | Editor/Review: 6Other:13 | UG, GR, RES, SER and ADM | Intellectual Contributions (12) Hopwood, W., Bhattacharya, S., Premuroso, R. (2011). Tasteless Tea Company: A Comprehensive Revenue Transaction Cycle Case Study. Issues in Accounting Education, 26(1), 163-179. Cao, J., Nicolaou, A., Bhattacharya, S. (2010). A Longitudinal Study of market and Firm Level Factors Influencing ERP Systems’ Adoption and Post-Implementation System Enhancement Options. 7th Annual International Conference on Enterprise Systems, Accounting, and Logistics. Rhodos: ICESAL. Behara, R., Bhattacharya, S. (2008). DNA of a successful BPO. Journal of Service Science, 1(1), 111-118. Premuroso, R., Bhattacharya, S. (2008). Do Early Members of XBRL International Signal Superior Corporate Governance and Future...
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...P RO D U K T I O N This article was originally printed in The International Journal of Logistics volume 14, number 2, copyright 2003. Distributed by Emerald. Reprinted with permission. The manufacturing flow management process Manufacturing flow management is the supply chain management process that includes all activities necessary to move products through the plants and to obtain, implement, and manage manufacturing flexibility in the supply chain. Manufacturing flexibility reflects the ability to make a variety of products in a timely manner at the lowest possible cost. To achieve the desired level of manufacturing flexibility, planning and execution must extend beyond the four walls of the manufacturer. By Thomas J. Goldsby, assistant professor of Marketing and Logistics, The Ohio State University and Sebastian J. Garci’a-Dastugue, director of Research, Institute de Estudios para la Excelenda Competitiva goods sold, in 2002. The proportion of cost of goods sold outsourced in this industry is expected to increase to 42% by 2005.5 In large part, outsourced manufacturing is growing as a result of the need for manufacturing flexibility.6 Manufacturing flexibility enables greater responsiveness to changes in customers’ product preferences and quantities demanded.7 Determining the right degree of flexibility is important to virtually any company involved in the supply, production, distribution or sales of goods, and is at the center of the manufacturing flow management...
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...December 22, 2014 IT245-1404B-09: Introduction to Network Managment Network Management Guide Duane Osburn Table of Contents Identifying the network 4 Overview 4 Network Description 4 Connections 5 Administrators 5 Security 6 Monitoring and Maintenance 6 Network Issues 7 Diagramming the Network 8 At the Hospital Level 8 At the Main Network Center (MNC) 9 Remote Personnel Access 10 Authentication 10 Hospital Level Diagram 11 MNC Diagram 12 Network Models 13 OSI Model 13 Physical Layer 14 Data Link Layer 15 Network Layer 16 Transport Layer 17 Session Layer 17 Presentation Layer 18 Application Layer 18 FCAPS 19 Fault Management 19 Configuration Level 19 Accounting Level 20 Performance Management 20 Security Management 20 Protocols and Agents 22 Optical Transport Network (OTN) 22 IEEE 802.11AC Wi-Fi 22 Spanning Tree Protocol (STP) 23 Integrated Services Digital Network (ISDN) 23 TCP/IP 24 Remote Authentication Dial-In User Service (RADIUS) 24 Post Office Protocol 3 (POP3) 25 Simple Network Management Protocol (SNMP) 26 Network Security 27 Confidential & Sensitive Data 27 Remote Access Use and Authorizations 29 Network Access and Restrictions 30 Network Management 32 Hardware and Software Management 32 Network Metrics – Recording, Use and SLAs 33 Existing Network Issue Resolutions 34 References 35 Identifying the network Overview C.H.I.N(California Health Information Network)...
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...gerry JoHnson KeVan sCHoles rICHard WHIttIngton Fundamentals oF strategy ACCESS CODE INSIDE unlock valuable online learning resources Once opened this pack cannot be returned for a refund Welcome to FUNDAMENTALS OF STRATEGY Strategy is a fascinating subject. It’s about the overall direction of all kinds of organisations, from multinationals to entrepreneurial start-ups, from charities to government agencies, and many more. Strategy raises the big questions about these organisations – how they grow, how they innovate and how they change. As a manager of today or of tomorrow, you will be involved in influencing, implementing or communicating these strategies. Our aim in writing Fundamentals of Strategy is to give you a clear understanding of the fundamental issues and techniques of strategy, and to help you get a great final result in your course. Here’s how you might make the most of the text: ● Focus your time and attention on the fundamental areas of strategy in just 10 carefully selected chapters. Read the illustrations and the case examples to clarify your understanding of how the concepts of strategy translate into an easily recognisable, real-world context. Follow up on the recommended readings at the end of each chapter. They’re specially selected as accessible and valuable sources that will enhance your learning and give you an extra edge in your course work. KEY CONCEPT AUDIO SUMMARY ● ● Also, look out for the Key Concepts and Audio Summary icons...
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...Incorrect .1) | Which of the following is NOT a primary function performed by a telecommunications network? | | | | A. | transmission of voice | | B. | network control | | C. | tracking of out-of-service devices (Your Answer) | | D. | transmission of data | | E. | All of the above are primary functions of telecommunication (Correct Answer) | Incorrect | | | Q.2) | Which of the following most accurately describes the INTERFACE function of telecommunications? | | | | A. | checking for errors and putting the communicaiton into a standardized format | | B. | handing interactions between users and the network (Correct Answer) | | C. | keeping track of the status of the network (Your Answer) | | D. | choosing the most efficient path for a message to be sent over the Internet | | E. | changing coding system or speed when moving data between devices on the network | Incorrect | | | Q.3) | Which of the following is NOT a characterisitic of fiber-optic transmission? | | | | A. | faster transmission than twisted pair of wires | | B. | more secure than other media because it does not emit radiation | | C. | requires much less space because the fiber-optic cable is very small in diameter (Your Answer) | | D. | easy to work with the tiny fiber and require much cheaper equipment (Correct Answer) | | E. | not affected by power-line surges or electromagnetic...
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...Alcuni numeri .............................................................................................................8 2 ANALISI DEL MODELLO STRATEGICO: STRATEGY PROCESS………………13 2.1 Generalità....................................................................................................................13 2.2 Strategic thinking........................................................................................................14 2.3 Strategic formation......................................................................................................17 2.4 Strategic change...........................................................................................................21 3 STRATEGIC CONTENT…………………………………..............….......………….…24 3.1 Business level strategy............................................................................................... .24 3.2 Corporate level strategy...............................................................................................31 3.3 Network level strategy.................................................................................................33 4. STRATEGIC CONTEXT…………………………………….......………….…………..35 4.1 Industry context...........................................................................................................35 4.2 Organizational...
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...This text was adapted by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work’s original creator or licensee. Organization The overarching logic of the book is intuitive—organized around answers to the what, where, why, and how of international business. WHAT? Section one introduces what is international business and who has an interest in it. Students will sift through the globalization debate and understanding the impact of ethics on global businesses. Additionally, students will explore the evolution of international trade from past to present, with a focus on how firms and professionals can better understand today’s complex global business arena by understanding the impact of political and legal factors. The section concludes with a chapter on understanding how cultures are defined and the impact on business interactions and practices with tangible tips for negotiating across cultures. WHERE? Section two develops student knowledge about key facets of the global business environment and the key elements of trade and cooperation between nations and global organizations. Today, with increasing numbers of companies of all sizes operating internationally, no business or country can remain an island. Rather, the interconnections between countries, businesses, and institutions are inextricable. Even how we define the world is changing. No longer classified into simple and neat...
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...ISBN 978‐9948‐03‐638‐8 Q uality Congress Middle East 2 Dubai (7-9 April, 2008) Creating an Architecture of Quality and Excellence in the Middle East: Responsibilities, Challenges and Strategies Proceedings of Congress Edited by Najwa Sami Dham & Syed Aziz Anwar e‐TQM College P.O. Box 71400 Dubai United Arab Emirates (1) ISBN 978‐9948‐03‐638‐8 Table of Contents Foreword ___________________________________________________________________ 6 Professor Mohamed Zairi, Chairman, Quality Congress Middle East 2 ______________________ 6 Research Papers ______________________________________________________________ 7 TQM and its Implementation in Higher Education of Iran _________________________ S.A. Siadat _____________________________________________________________________ M. Mokhtaripour _________________________________________________________________ R. Hoveida _____________________________________________________________________ 8 8 8 8 Quality: From Where to Where? ___________________________________________ 12 Alan Brown ___________________________________________________________________ 12 The Impact of Educational Quality Models on Schools’ Performance in Dubai ________ 20 Kalthoom Al Balooshi ____________________________________________________________ 20 Wafi Dawood __________________________________________________________________ 20 Management Education and Development in the United Kingdom _________________...
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...Supply Chain Management and Advanced Planning Hartmut Stadtler ´ Christoph Kilger (Eds.) Supply Chain Management and Advanced Planning Concepts, Models, Software and Case Studies Third Edition With 173 Figures and 56 Tables 12 Professor Dr. Hartmut Stadtler FG Produktion und Supply Chain Management FB Rechts- und Wirtschaftswissenschaften TU Darmstadt Hochschulstraûe 1 64289 Darmstadt Germany stadtler@bwl.tu-darmstadt.de Dr. Christoph Kilger j&m Management Consulting AG Kaiserringforum Willy-Brandt-Platz 5 68161 Mannheim Germany christoph.kilger@jnm.de Cataloging-in-Publication Data Library of Congress Control Number: 2004110194 ISBN 3-540-22065-8 Springer Berlin Heidelberg New York ISBN 3-540-43450-X 2nd edition Springer Berlin Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2000, 2002, 2005 Printed...
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...NYSE Listed Eligible Options by Symbol Eligible Options by Symbol as of 25 Oct 2010 Symbol A AA AAI AAN AAP AAPL AATI AAV AAWW AB ABAT ABAX ABB ABC ABFS ABK ABMD ABT ABV ABX ACAD ACAS ACC ACCL ACE ACGL ACGY ACH ACI ACL ACM ACN ACOM ACOR ADBE ADI ADLR ADM ADP ADS ADSK ADTN ADY AEC AEE AEIS AEM AEO AEP AER Name Agilent Technologies Inc. ALCOA, INC AirTran Holdings, Inc. Aaron's, Inc. ADVANCE AUTO PARTS INC Apple Inc. Advanced Analogic Technologies, Inc. Advantage Oil & Gas LTD. Atlas Air Worldwide Holdings, Inc. AllianceBernstein Holding, L.P. Advanced Battery Technologies, Inc. Abaxis Inc ABB Ltd. AmerisourceBergen Corp. Arkansas Best Corp AMBAC Financial Group Abiomed Inc Abbott Laboratories AmBev Compamhia De Bebidas Das Ame Barrick Gold Corp. Acadia Pharmaceuticals Inc. American Capital Ltd American Campus Communities, Inc. Accelrys, Inc. ACE Limited Arch Capital Group Ltd Acergy S.A. Alum Corp of China Limited Arch Coal, Inc. ALCON Aecom Technology Corporation Accenture PLC Ancestry.com, Inc. Acorda Therapeutics, Inc. Adobe Systems Inc Analog Devices, Inc. Adolor Corp Archer-Daniels-Midland Co Automatic Data Processing Alliance Data Systems Autodesk Inc Adtran Inc AMERICAN DAIRY INC Associated Estates Realty Ameren Corporation Advanced Energy Industries Inc Agnico-Eagle Mines Ltd. American Eagle Outfitters American Electric Power Aercap Holdings N.V. NYSE Arca Lead Market Maker UBS SECURITIES, LLC MORGAN STANLEY & CO CITADEL SECURITIES LLC CITADEL SECURITIES LLC...
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