...TEST FOR ADMISSIONS COUNSELOR (2 hours) Q1. You are the scheduling manager of DULHAN WEDDING DRESS CO. It is the peak wedding season, and the 20th July is an auspicious wedding date. You have the following orders to fulfill within two weeks. 1. 10 dresses to demanding clients who obsess on attention to detail (10 hours required to make each dress. Some additional time required for alterations). 2. 10 dresses to old clients who have been patronizing your shop for generations (8 hours required to make each dress). 3. 10 dresses to new and clearly affluent clients who might recommend you to others (9 hours required to make each dress). You have three dressmakers working for you. 1. Ram is the most experienced of the lot, and who has been working for the company for the past ten years. He works 8 hours a week for 6 days a week. 2. Shyam is the most skilled dressmaker you have, and hence, is the specialist. He works 8 hours a day for 5 days a week. 3. Chander is the dressmaker who works the fastest. He works 1.25 times faster than either Ram or Shyam. He works for 8 hours a day for 6 days a week. a) On the basis of the above data, what would be the most effective work schedule for all the three dressmakers, customer satisfaction being of foremost importance? (15 minutes) b) Provide a clear theoretical explanation of the challenges and problems associated with customized dress making. What factors need to be kept in mind for planning...
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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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...[pic] MODULE: PEOPLE, MANAGEMENT AND ORGANISATIONS MODULE CODE: BUSS 1141 (Queens) Module Handbook 2015/2016 PLEASE RETAIN THIS HANDBOOK FOR FUTURE REFERENCE. IT MAY BE REQUIRED FOR SUBMISSION TO PROFESSIONAL BODIES WHEN APPLYING FOR EXEMPTION FROM EXAMINATIONS. PEOPLE, MANAGEMENT & ORGANISATIONS BUSS 1141 Queens 2015/2016 CONTENTS TEACHING STAFF 3 STUDENT CENTRED LEARNING 4 TEXTBOOKS 5 GUIDANCE ON USING WEB MATERIAL 5 SCHEDULE 6 FORMATIVE ASSESSMENT 9 SUMMATIVE ASSESSMENT 9 ASSESSMENT CRITERIA 9 This handbook is intended for the guidance of students taking this module in 2015/2016. Whilst the details contained in this handbook represent teaching staff intentions at the time of writing, it is in the nature of Higher Education that some module information may be subject to modifications during the teaching of a module. Teaching staff reserve the right to make such minor changes in the matters covered by this publication and will endeavour to publicise any such changes as widely and in as timely a manner as possible. PEOPLE, MANAGEMENT & ORGANISATIONS 2015/2016 TEACHING STAFF MODULE LEADER: Professor Susan Miller (SM) s.j.miller@durham.ac.uk tel: 0191 334 0223 TEACHING TEAM: Dr. Carole Elliott (CE) c.j.elliott@durham.ac.uk tel: 0191 334 5553 Mr. Peter...
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...Available ONLINE www.visualsoftindia.com/journal.html VSRD-IJBMR, Vol. 1 (6), 2011, 348-361 RESEARCH ARTICLE RESEARCH ARTICLE A Study of Buying Behavior and Brand Perception of Consumers in Shopping Malls 1 M. Yaseen Khan* and 2SM Tariq Zafar ABSTRACT In India Shopping Malls industry is upcoming industry worth Rs 17000 Cr. In NCR (National Capital Region) Gurgaon is the most favorite place for the shopping malls. M.G. (Meharuli – Gurgaon) Road is the place for all famous shopping malls in Gurgaon. In NCR DLF, MGF, JMD, SAHARA, all big players are in the region. On M.G. Road Gurgaon MGF Group has two shopping malls in operation MGF Metropolitan Mall, MGF Plaza, Sahara Group has its Sahara Mall and DLF Group has its City Centre. The project involved the study of comparative analysis consumer buying behavior and brand perception of consumers regarding shopping malls on M.G. Road and Metropolitan Mall as a base. Consumer purchasing power is the main factor, which determines their buying behavior and brand of shopping malls. Shopping Malls are the places for the fun & entertainment, family outing, shopping and eating’s. In shopping Malls age factor is the most dominant factor in daily footfalls. In different shopping malls different age group consumers come and they impact on the buying behavior. Keywords: Shopping Malls, Consumer Behaviour, Brand Perception, Purchasing Power, Fun & Entertainment, Age Factors etc. 1. INTRODUCTION In 2009, India's nominal GDP stood...
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...Internship during the Post Graduate Program to IILM Institute for Higher Education is my own original work and has not been submitted earlier either to IILM or to any other Institution for the fulfillment of the requirement for any course of study. I also declare that no chapter of this manuscript in whole or in part is lifted and incorporated in this report from any earlier / other work done by me or others. Signature of Student: _____________ Signature of Company Mentor: ___________ Name of Student: ________________ Name of Company Mentor: ______________ Designation: __________________________ Date: Date: Place: Place: Contents Sl no. | Topic | Page no. | 1. | Acknowledgement | 3 | 2. | Executive summary | 4 | 3. | Objective | 5 | 4. | Company profile | 6 | 5. | History of talkingtrendo.com | 8 | 5.1. | Vision and culture | 9 | 6. | Digital marketing sector in India | 10 | 7. | Social media marketing tools | 15 | 8. | Log book of trends covered during internship | 16 | 9. | Methodology | 26 | 10. | Content building for trends | 27 | 11. | Challanges | 34 | 12. | Learning | 35 | 13. | References | 36 | ACKNOWLEDGEMENT I take the opportunity to express special acknowledgment to Ms. Nidhi Khanna(Manager of human resource) & Mr. Hardeep ( Manager of Digital Marketing) the guidance and support that they gave truly helped in the progression of the internship program. Their cooperation is much indeed...
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...PROPOSAL Research Title Effectiveness of Material Requirements Planning (MRP) framework within manufacturing cooperatives based in Polokwane Municipality Area Presented by Phetola Cyprian Mogale Student Number: 113904 Postal Address P.O. Box 507 Polokwane Ladanna 0704 Contact Numbers Work 015 297 6632 Cell 082 906 2746 Email address: mogalep@libsa.co.za Date submitted: 12 April 2012 Proposal for dissertation submitted in partial fulfilment of the degree Masters in Business Administration at the Mancosa Management College of Southern Africa TABLE OF CONTENTS i CONTENT PAGE 1. Introduction 4 2. Research Context: Background 4 3. Research Problem 6 4. Aim of the Study 7 5. Research Objectives 7 6. Research Questions 7 7. Significance of the Study 8 8. Literature Review 9 9. Research Design and Methodology 12 9.1 Research Methodology 12 9.2 Sampling Strategy 13 9.3 Data Collection Instruments 14 9.4 Data Analysis 15 9.5 Pilot Study 15 10. Ethical Considerations 15 11. Chapter Organization 16 12. Proposed Time-Table 17 13. Bibliography 18 LIST OF TABLES TABLE 1.1 SAMPLE SIZE 13 LIST OF ACRONYMS ii CRP Capacity Requirements Planning DTI Department of Trade and Industry EOQ Economic Order Quantity ERP Enterprise Resource Planning ...
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...UNIVERSITY of PENNSYLVANIA MEAM Master of Science in Engineering Program GUIDELINES FOR GRADUATE STUDY September 2014 Mechanical Engineering and Applied Mechanics School of Engineering and Applied Science University of Pennsylvania 229 Towne Bldg., 220 S. 33rd Street Philadelphia, PA 19104-6315 meam@seas.upenn.edu www.me.upenn.edu Tel. 215-898-2826 Fax 215-573-6334 TABLE OF CONTENTS 1. Introduction .........................................................................................................................3 2. Administrative Structure .....................................................................................................3 3. Advisor(s) ............................................................................................................................3 4. Degree Requirements ..........................................................................................................4 5. General Information ............................................................................................................4 Registration ..................................................................................................................4 Leaves of Absence .......................................................................................................5 Obsoleteness ................................................................................................................5 Changes in Course...
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...9-396-156 REV: FEBRUARY 7, 2005 KATHLEEN MCGINN MICHAEL WHEELER Luna Pen (A) A Puzzling Request Erika Graeper absently twirled the Luna in her fingers. It was not as massive as the Mont Blanc’s Meisterstück or the most expensive Pelikans, but the Luna had a comfortable heft and balance. It was handsome, as well. The pen’s midnight blue barrel was accented by a gold clip, and an elegant crescent moon was inlaid at the top of the cap. Erika smiled to herself, as the Luna tripped memories of both pleasure and small embarrassment. It had been given to her by her grandmother a dozen years ago when she had been about to start university. Erika had promptly used the pen to write a thank you note on crisp white stationery and had solemnly said that it would be a great help in her studies. Once at school, however, she had reverted to ball point pens and mechanical pencils. Since then, the Luna had been tucked, unused, in the back of a desk drawer. The gift certainly would still have been forgotten had not an odd letter happened to come to her desk at DGG the first month she started to work for that company. Judging by the notes that had been scribbled on it, the letter had gone past three other people before being forwarded to her. Her immediate boss, Wilhelm Mann, had scribbled a cryptic instruction that said in its entirety: “Please respond—Luna out of production for years.” Mann was out of the office and was unavailable to provide more information, so Erika...
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...towards the Master’s degree does not suit students working full time. the application and selection process and some general information regarding studying Depending on the course, the lectures may be during the daytime or sometimes also in the and living in Finland. The Aalto University evening. reserves the right to make changes to the names, contents and details of the degree programmes to further develop education. Admission criteria for admission round 2014 have been decided and cannot be changed. Application period begins 16 Dec 2013 and ends 31 Jan 2014 at 4:15 pm (GMT +2:00). Application form is available online only during the application period at: https://apply.aalto.fi 2 3 Contents 1 Aalto University School of Business 2 Master’s Programmes and Quotas 2014 3 Admission Process and Eligibility Requirements 3.1 Bachelor’s Degree 3.2 Required Economic Sciences Background 3.3 GMAT or GRE Test 3.3.1 GMAT 3.3.2 GRE 3.4 Requirements for...
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...your success and education, and continue to offer our students the opportunity to begin classes or to graduate four times a year with our flexible, year-round full-time schedule of classes. If you really want to attend a school where your needs (your real needs) come first, consider Sullivan University. I believe we can help you exceed your expectations. Since words cannot fully describe the atmosphere at Sullivan University, please accept my personal invitation to visit and experience our campus for yourself. Sincerely, Glenn D. Sullivan President MESSAGE FROM THE PRESIDENT 1 Table of Contents Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Sullivan University Success Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4...
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...404-084-1 BAB041 Revised May 18, 2004 William F. Glavin Center for Global Entrepreneurial Leadership DaimlerChrysler Merger: The Quest to Create “One Company” Tom Stallkamp, Chrysler president and executive in charge of accelerating integration of the recently merged Daimler and Chrysler companies, was feeling great frustration. Why couldn’t he move the integration process along more rapidly? He could see clearly the amazing potential for payoffs, but it just wasn’t happening. He wasn’t used to being unable to move the organization, and he hated the feeling of being able to visualize great things without being able to mobilize people to action. What else could he do? Maybe it was time to let the two cultures duke it out, and allow the stronger one to win. That would be one kind of integration, though not quite what he had been working for. Background At 4:00pm on November 12, 1998 as the final bell rang on the New York Stock Exchange, U.S. automaker Chrysler Corporation and German automaker Daimler-Benz ceased to exist. They emerged the next day as a new global conglomerate named DaimlerChrysler AG. With combined revenues of $130 billion and a market capitalization of $92 billion, DaimlerChrysler became the fifth largest automaker in the world in number of vehicles sold and third largest in sales. The $40 billion stock deal was the largest ever in the industrial world. Upon completion of the transaction Daimler stockholders owned 57 percent of the new DaimlerChrysler...
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...CeeCee retail fashion case study Industry overview Over the last decade, the European clothing market has grown by almost 20% (as measured by sales revenue). However, this headline sales figure hides many of the underlying tensions involved when competing in this market sector. The clothing market has suffered from strong deflationary pressures due to the influx of `value’ retailers and intense competition. `Value’ retailers are defined as low price retailers which import low cost clothing manufactured principally in Asia. These `value’ retailers include some high street chains as well as supermarket chains that sell clothing. Generally, it is accepted that there are three tiers of clothing retailers, which are: couture houses and top designer labels high street retailers of fashion clothing `value’ retailers (as defined above) which retail at the inexpensive end of the market. There are a wide variety of retailers which compete in high street and shopping centres all over Europe (and some globally) whose prices, quality and branding varies greatly. Historically, clothing-only retailers dominated the market, taking nearly two thirds of all sales, with large department stores coming second. More recently large supermarket retailers, known principally for their grocery lines, have gained market share with a major push into non-food sales. Furthermore, in an increasingly competitive market, `value’ retailers are also growing quickly. The major force for change in the clothing retail...
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...supply_chain_strategy All questions are compulsory CASE I LAUNCHING CPFR AT TEXAN FOODS: IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND TECHNOLOGIES Introduction Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program...
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...CASE I supply_chain_strategy LAUNCHING CPFR AT TEXAN FOODS: IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND TECHNOLOGIES Introduction Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program had delivered for the 34 SKUs that...
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...message from the cockpit teleprinter came in from the US Federal Aviation Authority (FAA). Such messages were routine, advising of bad weather or maintenance requirements. However, this message was different and it read: UA890 NRTLAX – –MESSAGE FROM CHIDD– THERE HAS BEEN A TERRORIST ATTACK AGAINST UAL AND AAL AIRCRAFT. WE ARE AT HIGH ALERT. WE ARE ADVDa THERE MAY BE ADDTLb HIGHJACKINGS IN PROGRESS. SHUT DOWN ALL ACCESS TO FLIGHT DECK. UNABLE TO ELABORATE FURTHER. a b ADVD – Advised ADDTL – Additional Source: USA Today, 12 August 2002, p. 1A.1 1 A. Levin, M. Adams and B. Morrison, ‘Four hours of fear: decision-making in a crisis’, USA Today, 12 August 2002, p. 1A. This case study was written by Professor Gary J. Stockport and MBA student, Norman Roberts, Graduate School of Management, University of Western Australia, Perth, Australia. It is intended as a...
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