...Ivan Moscati How cardinal utility entered economic analysis during the Ordinal Revolution 2012/5 UNIVERSITÀ DELL'INSUBRIA FACOLTÀ DI ECONOMIA http://eco.uninsubria.it In questi quaderni vengono pubblicati i lavori dei docenti della Facoltà di Economia dell’Università dell’Insubria. La pubblicazione di contributi di altri studiosi, che abbiano un rapporto didattico o scientifico stabile con la Facoltà, può essere proposta da un professore della Facoltà, dopo che il contributo sia stato discusso pubblicamente. Il nome del proponente è riportato in nota all'articolo. I punti di vista espressi nei quaderni della Facoltà di Economia riflettono unicamente le opinioni degli autori, e non rispecchiano necessariamente quelli della Facoltà di Economia dell'Università dell'Insubria. These Working papers collect the work of the Faculty of Economics of the University of Insubria. The publication of work by other Authors can be proposed by a member of the Faculty, provided that the paper has been presented in public. The name of the proposer is reported in a footnote. The views expressed in the Working papers reflect the opinions of the Authors only, and not necessarily the ones of the Economics Faculty of the University of Insubria. © Copyright Ivan Moscati Printed in Italy in december 2012 Università degli Studi dell'Insubria Via Monte Generoso, 71, 21100 Varese, Italy All rights reserved. No part of this paper may be reproduced in any form without permission of the Author...
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...environment promotes wellness to all those within it including staff * The built environment does not contribute to physical, psychological and emotional risks to patients, visitors or staff. * The built environment provides security from criminal activity such as personal assault or theft of property Table of Contents Executive Summary 2 Introduction 4 Literature Review 5 Methodology 6 \ 7 Findings and Discussion 8 Definition of Problem 9 Analysis of Causes 9 Under Staffed 9 Patients 10 Develop, Evaluate and Select Alternative (s) 11 ALT 1: To hire more Health Care Workers ( volunteers, care aids, LPN’s, RN’s) 11 Quantitative – 11 ALT 2: Equip working areas (patient handling) with proper lifts and supplies to create an easier job for RN’s 11 ALT 3: Evaluate all staff and categorize RN’s in areas of patient handling that match their needs. 11 AlT 4: Combine alternative 1 and 3 12...
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...and Abbreviations Organizational Profile i Responses Addressing All Criteria Items Category 1: Leadership 1 Category 2: Strategic Planning 6 Category 3: Customer Focus 10 Category 4: Measurement, Analysis, and Knowledge Management 14 Category 5: Workforce Focus 18 Category 6: Process Management 23 Category 7: Results 7.1: Best Quality (Healthcare Outcomes) 27 7.2: Best Customer Service (Customer Focused Outcomes) 32 7.3: Best Financial Performance & Growth (Financial & Market Outcomes) 35 7.4: Best People and Workplace (Workforce Focused Outcomes) 38 7.5: Best 5 Bs (Process Effectiveness Outcomes) 41 7.6: Best 5 Bs (Leadership Outcomes) 45 GLOSSARY OF TERMS AND ABBREVIATIONS APP: Annual Planning Process 5Bs: AtlantiCare’s five “Bests” or performance excellence commitments – Best People and Workplace, Best Quality, Best Customer Service, Best Financial Performance, Best Growth ARMC : AtlantiCare Regional Medical Center ASC: Ambulatory Surgery Center ASPP: Annual Strategic Planning Process A AAAHC: Accreditation Association for Ambulatory Health Care AAI: AtlantiCare Administrators Incorporated AAP: Annual Action Plan B BFP: Best Financial Performance Big Dots: The system-level measurements or targets for each of the 5 Bs (performance excellence commitments). Business units (and their departments) have measurable action plans and goals that align with/support the Big Dots...
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...Department of Maritime and Logistics Management National Centre for Ports and Shipping Semester 1, 2014 Distance Education/On-campus study (JNB 254) Principles of Freight Forwarding Undergraduate Studies Teaching Team: Lecturer and Unit Coordinator Lecturer (first point of contact) Livingstone Caesar Aust: 0469340820 Intl: (+61) 469340820 dlcaesar@amc.edu.au Consultations by appointment Unit Coordinator: Hilary Pateman Intl: Aust: (03) 6324 9800 (+613) 6324 9800 hilaryh@amc.edu.au Room F99 Unit Outline Contents WELCOME .................................................................................................................... 3 INFORMATION ABOUT THIS UNIT ................................................................................. 4 Unit description ................................................................................................................. 4 Linkage to other units ........................................................................................................ 4 Intended learning outcomes ............................................................................................. 4 Graduate attributes ........................................................................................................... 4 Alterations to the unit as a result of student feedback .................................................... 5 LEARNING RESOURCES .............................................................
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...Study Material For M.B.A. Based on Latest Syllabus of MBA prescribed By Maharshi Dayanand University, Rohtak (DDE) 1st Semester (Part-1) By : Expert Faculties Publications SCF-181, HUDA Complex, Near New Telephone Exchange, Rohtak (Haryana) footer Publications SCF-181, HUDA Complex, Near New Telephone Exchange, Rohtak (Haryana) © Reserved No Part of this book can be reproduced, stored in or introduced into a retrieval system or transmitted in any form, or by any means (Electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of the publisher of this book. All possible efforts have been made in the prepration of this book yet for any kind of errors and omissions, the publisher is responsible. In case of any dispute it will be subjected to Rohtak Jurisdiction Only. Price : Rs. 400.00 Published By : ZAD Publications, Rohtak footer “The Zad stars & their family are shining stars on the earth, being blessed by the stars in the sky to celebrate the spirit of success” as I am writing this success story, there is no substitute of hard-work, punctuality and disciplined efforts. It is relatively easy to achieve success, but difficult to maintain it. The best way to achieve the success is to do the ordinary things with extra ordinary enthusiasm. Because of our quality work and the sense of commitment to do something different, the institute is enhancing its number of branches...
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...CHAPTER 8 DATAMATION BRIDGING THE DIGITAL DIVIDE Chetan Sharma setup Datamation Consultants in August 1987 with 50,000 rupees (Rs). By 2003, he was at the head of a company with an asset base of Rs 58 crores (USD 12.7 million that year, 2003; a crore is equivalent to Rs 10 million). Chetan believes his company has shown a model for bridging the digital divide, a model that he wants to sustain as the company grows. Datamation Consultants was started with the dear aim of facilitating the inclusion of the disadvantaged in the workplace. Specifically, Datamation uses information technology (IT) training to extend job opportunities to women from socially or economically Wily disadvantaged backgrounds. Today, Datamation Consultants has 1,880 employees in 30 offices across India and more than 600 clients across ±e globe. About 30 percent of its employees are women from disadvantaged backgrounds. Datamation was one of the earliest data mining companies in the Country A data mining company maintains its own database, and occasionally buys data from other sources, depending on its client's needs, ft then sifts through the information, analyzes it, and identifies trends and patterns that add power to the client2s direct marketing effort. However, data mining is only one of the things Datamation does. Its services include software solutions, Web-based solutions, and business advisory services. 'I wanted to exploit the power of databases for marketing gains," says Chetan. "The concept...
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...Lewicki−Barry−Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition Cases 1. Capital Mortgage Insurance Corporation (A) © The McGraw−Hill Companies, 2007 Case 1 Capital Mortgage Insurance Corporation (A) Frank Randall hung up the telephone, leaned across his desk, and fixed a cold stare at Jim Dolan. OK, Jim. They’ve agreed to a meeting. We’ve got three days to resolve this thing. The question is, what approach should we take? How do we get them to accept our offer? Randall, president of Capital Mortgage Insurance Corporation (CMI), had called Dolan, his senior vice president and treasurer, into his office to help him plan their strategy for completing the acquisition of Corporate Transfer Services (CTS). The two men had begun informal discussions with the principal stockholders of the small employee relocation services company some four months earlier. Now, in late May 1979, they were developing the terms of a formal purchase offer and plotting their strategy for the final negotiations. The acquisition, if consummated, would be the first in CMI’s history. Furthermore, it represented a significant departure from the company’s present business. Randall and Dolan knew that the acquisition could have major implications, both for themselves and for the company they had revitalized over the past several years. Jim Dolan ignored Frank Randall’s intense look and gazed out the eighth-floor window overlooking Philadelphia’s Independence...
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...An Introduction to Franchising Sponsored by: IFA EDUCATIONAL FOUNDATION © 2010 The IFA Educational Foundation. All Rights Reserved. No part of this book may be reproduced or transmitted in any form, by any means (electronic, photocopying, recording or otherwise), without the written permission of the publisher. IFA Educational Foundation, 1501 K Street, NW, Washington, DC 20005, (202) 628-8000, www.franchise.org. An Introduction to Franchising IFA EDUCATIONAL FOUNDATION Sponsored by: By Barbara Beshel CHAPTER 1 1. 2. 3. 4. 5. An Introduction to Franchising What is a franchise? What are common franchise terms? What are the alternatives to franchising? What are the advantages and disadvantages of owning a franchise? What are the legal issues in franchising? WHAT IS A FRANCHISE? A franchise is the agreement or license between two legally independent parties which gives: • a person or group of people (franchisee) the right to market a product or service using the trademark or trade name of another business (franchisor) • the franchisee the right to market a product or service using the operating methods of the franchisor • the franchisee the obligation to pay the franchisor fees for these rights • the franchisor the obligation to provide rights and support to franchisees FRANCHISE AGREEMENT FRANCHISOR FRANCHISEE Owns trademark or trade name Uses trademark or...
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...BA (Hons) Fine Art Exp. Media BSc (Hons) Computing BA (Hons) Communications & Media Studies MSc International Management MSc Computing Accreditation & Validation UK/Pearson Credit system Transfer of credits Student support Accommodation Study Advising and Support Financial support Visas for foreign students Scholarships Benefits for students Study abroad Internships Assistance in employment Counselling Centre Student Resources Computer labs Online Learning Centre (Moodle) Prague College email Physical library Digital Library ISIFA Images Textbooks and class materials Graphic Design/Interactive Media/Fine Art materials and costs Personal computers Message boards and digital signs Newsletters Open lectures, seminars and events Student ID cards Centre for Research and Interdisciplinary Studies (CRIS) Prague College Student Handbook 4 6 8 9 11 12 13 14 16 18 20 22 24 26 28 29 30 31 32 33 33 34 35 36 Prague College Humanities Society Student Council Alumni Association International Student Association (ISA) Leadership Association Regulations, Policies and Procedures General regulations Equal opportunities policy Harassment policy Sexual harassment...
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...identified as the author of this work in accordance with the Copyright, Designs and Patents Act 1988. First edition 1999 Second edition 2003 Published by PALGRAVE MACMILLAN Houndmills, Basingstoke, Hampshire RG21 6XS and 175 Fifth Avenue, New York, N.Y. 10010 Companies and representatives throughout the world PALGRAVE MACMILLAN is the global academic imprint of the Palgrave Macmillan division of St. Martin’s Press, LLC and of Palgrave Macmillan Ltd. Macmillan® is a registered trademark in the United States, United Kingdom and other countries. Palgrave is a registered trademark in the European Union and other countries. ISBN 1-4039-1135-5 A catalogue record for this book is available from the British Library. This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. 10 9 12 11 8 7 10 09 6 08 5 07 4 06 3 2 1 05 04 03 Acknowledgements The author would like to thank the following: TMP Worldwide Research, 32 Aybrook Street, London W1M 3JL (tel. 0171 872 1500), for permission to reproduce their data on ‘soft...
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...Army Regulation 350–1 Training Army Training and Leader Development Rapid Action Revision (RAR) Issue Date: 4 August 2011 Headquarters Department of the Army Washington, DC 18 December 2009 UNCLASSIFIED SUMMARY of CHANGE AR 350–1 Army Training and Leader Development This rapid action revision, 4 September 2011-o Implements the Don’t Ask, Don’t Tell Repeal Act of 2010 by deleting all references to developing and conducting training concerning the Army’s Homosexual Conduct Policy (paras 2-21p and 2-22k.) o Rescinds paragraphs 2-6r, 2-46ac, and G-14e.) o Makes administrative changes (app A: marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as prescribed by Army Records Management and Declassification Agency). *Army Regulation 350–1 Headquarters Department of the Army Washington, DC 18 December 2009 Effective 18 January 2010 Training Army Training and Leader Development History. This publication is a rapid action revision (RAR). This RAR is effective 20 September 2011. The portions affected by this RAR are listed in the summary of change. Summary. This regulation consolidates policy and guidance for Army training and leader development and supports a full-spectrum, force protection, expeditionary Army. Applicability. This regulation applies to the active Army, the Army National ...
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...ANNUAL REPORT 2010-2011 Department of Telecommunications Ministry of Communications & Information Technology Government of India New Delhi ANNUAL REPORT 2010-11 DEPARTMENT OF TELECOMMUNICATIONS MINISTRY OF COMMUNICATIONS & IT GOVERNMENT OF INDIA NEW DELHI CONTENTS I. II. III. Indian Telecom Sector: An Overview ...................................................................................1-14 Telecom Commission.................................................................................................................... 15 Department of Telecommunications .....................................................................................17-29 III. 1. III. 2. III. 3. III. 4. III. 5. III. 6. III. 7. III. 8. III. 9. IV. V. VI. VII. Wireless Planning and Coordination ..................................................................30-39 Telecom Engineering Centre .................................................................................40-42 Universal Service Obligation Fund .....................................................................43-47 Controller of Communication Accounts Offices ...............................................48-50 Vigiliance Activities .................................................................................................51-52 Telecom Network Security ....................................................................................53-56 Empowerment of Women .............................................
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...experienced teachers. For whom? NoW is open to all who want to learn Norwegian. The course is also specially designed for foreign students studying at NTNU. The latter can get a wider range of services with classroom instruction. As a student at NTNU, you can apply for admission to the classroom courses and access to exams. NTNU offers Norwegian language courses at several levels, from entry to advanced level. Some beginner courses are offered in conjunction with NoW, others use different teaching aids. Read more on http://www.ntnu.edu/norwegiancourse Where? You will find Norwegian on the Web at http://www.ntnu.edu/now/intro What will you learn? Part 1 (chapter 1-6) leads to knowledge equivalent to level A1 of the Common European Framework of Reference for Languages: Learning, Teaching, Assessment (CEFR)1. Part 2 (chapter 7-10) leads to skills at level A2. After completing the A1 level the students should understand and be able to use familiar everyday expressions and very basic phrases aimed at the satisfaction of needs of a concrete type. The students should be able to introduce themselves and others and to ask and reply to questions about personal details such as where they live, people they know and things they have. The learners are supposed to be able to interact in a simple way provided people talk slowly and clearly and are prepared to help. After completing the A2 level the...
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...986-3017 Ninth Annual Seminar Presented by the Oregon Department of Transportation Geometronics Unit February 15th - 17th, 2000 Bend, Oregon David W. Taylor, PLS Geometronics (503) 986-3034 Dave Brinton, PLS, WRE Survey Operations (503) 986-3035 Table of Contents Types of Surveys ........................................................................................... 1-1 Review of Basic Trigonometry ................................................................... 2-1 Distance Measuring Chaining ................................................................... 3-1 Distance Measuring Electronic Distance Meters ................................... 4-1 Angle Measuring .......................................................................................... 5-1 Bearing and Azimuths ................................................................................ 6-1 Coordinates .................................................................................................... 7-1 Traverse ........................................................................................................... 8-1 Global Positioning System ......................................................................... 9-1 Differential Leveling ................................................................................. 10-1 Trigonometric Leveling .............................................................................. 11-1 Cross Sections /...
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...Reinventing Retail Banking Series Evolving Models of Retail Banking Distribution Capitalizing on changes in channel usage Produced by the Deloitte Center for Banking Solutions Reinventing Retail Banking Generation Y Reinventing Retail Banking Series Consumer Trust Reinventing Retail Banking Series Catalysts for Change The Implications of Gen Y Consumers for Banks Building Consumer Trust in Retail Payments Laying a Solid Foundation Produced by the Deloitte Center for Banking Solutions Produced by the Deloitte Center for Banking Solutions The traditional retail bank is at an inflection point. The needs and expectations of customers are changing as quickly as the competitive landscape. Customers are demanding seamless, multi-channel sales and service experiences and not consistently receiving them. Simultaneously, other financial institutions and non-traditional players are looking for opportunities to invade this space or to redefine it through disruptive innovation. The result is forcing banks to examine a more balanced, integrated approach to the customer experience and growth. In this series, entitled Reinventing Retail Banking, the Deloitte Center for Banking Solutions looks at how banks must move beyond simply meeting their profit and growth goals to delivering more completely on the customer experience. Specifically, these articles will focus on: understanding customers needs; identifying emerging and profitable customer segments and strategies...
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