...AND ASSIGNMENTS ACC 560 WK 1 HW Ch01 - Exercises 5, 8, 12, and 16, Problems 1 and 4 ACC 560 WK 2 HW Ch02 - Exercises 4, 9, 11, and 12, Problems 1 and 5 ACC 560 WK 2 HW Ch03 - Exercises 2, 5, 6, and 13, Problems 1 and 6 ACC 560 WK 2 Quiz 1 ACC 560 WK 3 Assignment 1 - Activity-based Costing (ABC) in Service Industries ACC 560 WK 3 HW Ch04 - Exercise 2, 3, 9, and 12, Problems 2 and 4 ACC 560 WK 3 Quiz 2 ACC 560 WK 3 Quiz 3 ACC 560 WK 4 HW Ch05 - Exercises 8, 13, 14, and 17, Problems 1 and 5 ACC 560 WK 4 HW Ch06 - Exercises 5, 10, 13, and 14, Problems 1 and 5 ACC 560 WK 4 Quiz 4 ACC 560 WK 5 HW Ch07 - Exercises 2, 5, 9, and 17, Problems 1 and 4 ACC 560 WK 5 HW Ch08 - Exercises 4, 5, 10, and 16, Problems 1 and 6 ACC 560 WK 5 Quiz 5 ACC 560 WK 5 Quiz 6 ACC 560 WK 6 HW Ch09 - Exercises 2, 6, 17, and 19, Problems 2 and 4 ACC 560 WK 6 HW Ch10 - Exercise 3, 7, 13, and 19, Problems 1 and 4 ACC 560 WK 6 Quiz 7 ACC 560 WK 6 Quiz 8 ACC 560 WK 7 HW Ch11 - Exercises 2, 4, 14, and 16, Problems 1 and 4 ACC 560 WK 7 Quiz 9 ACC 560 WK 7 Quiz 10 ACC 560 WK 8 HW Ch12 - Exercises 3, 6, 7, and 11, Problems 1 and 3 ACC 560 WK 8 Quiz 11 ACC 560 Complete Class Chapter Problems, Quizzes and Assignments ACC 560 WK 9 Assignment 2 - Johnson Controls Capital Investments ACC 560 WK 9 HW Ch13 - Exercise 1, 3, 5, and 8, Problems 2 and 5 ACC 560 WK 9 Quiz 12 ACC 560 WK 10 HW Ch14 - Exercises 1, 3, 9, and 13, Problems 1 and 6 ACC 560 WK 10 Quiz 13 ACC 560 WK 11 Quiz...
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...Syllabus International Business 1 (IB-1) 2012-2013 1-IBMS 1. INTRODUCTION This International Business (IB-1) course is designed to provide students with a basic understanding of the international business environment. In order to be successful, IBMS Students need to familiarize themselves with the basic concepts and definitions of today’s competitive business world. Students must become aware of the major actors and forces that help shape the international business context. The course covers a variety of topics, which include the theoretical foundations of global trade and investment, the political environment, foreign direct investment and market entry, international business strategy and operations. The course is structured around lectures and workshops. Students are expected to attend all lectures and workshops. In the lectures, students will learn about the field of international business. In the workshops, students are expected to present and discuss international business cases. These business cases provide helpful examples and insights towards an understanding of the International Business theory taught in lecture classes. Students are encouraged to contribute to meaningful discussions, develop the ability to defend their position and apply knowledge to “real life” situations based on the cases presented in class. Attendance IB-1 is not a spectator sport. Attendance and contribution accounts for 10%...
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...Chapter 6: Project Time Management (Questions and Exercises are derived or transcribed from my copies of Head First PMP, Greene & Stellman and from PMP Exam Prep, Rita Mulcahy) QUESTION 1 You’re the project manager for a highway construction project. You’ve analyzed the work that has to be done and come up with a list of activities. You consulted with the project sponsor in order to find out any important milestones you need to meet. What’s the next thing that you do? A. Create the project schedule B. Perform the activity definition process C. Consult your project management plan to figure out how to handle any schedule change D. Figure out the dependencies between activities and create a network diagram FOR QUESTIONS 2-4 Kathleen is planning Rebecca’s wedding. QUESTION 2 Kathleen guesses that 70% of the invitees will RSVP. Instead of waiting for all of the RSVPs to come in, she goes ahead and reserves the tables and chairs now. What is she doing? A. Compressing the critical path B. Fast-tracking the project C. Crashing the schedule D. Balancing the plan QUESTION 3 Rebecca is taking a really long time to choose the decorations so Kathleen brings in a professional decorator to help. What is she doing? A. Compressing the critical path B. Fast-tracking the project C. Crashing the schedule D. Balancing the plan QUESTION 4 Kathleen needs to get the invitations out quickly, so she hires two temps to come...
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...------------------------------------------------- Ethics and Social Responsibility Prof. William J. Lawrence ------------------------------------------------- Fall 2012 Course Syllabus ------------------------------------------------- SBES 601 Monday 8:20 - 10:50, Rm;MC26-502 ------------------------------------------------- Required Text: ------------------------------------------------- Giving Voice to Values: How to Speak Your Mind When You Know You Are Right. Mary C. Gentile. Yale University Press 2010 ISBN 978-0-300-16118-2 ------------------------------------------------- ------------------------------------------------- MBA Oath: Setting A Higher Standard For Business Leaders. Max Anderson and Peter Escher. The Penquin Group. 2010 ISBN 978-1-59184-335-1 Course Overview: This course will be managed more like a workshop or seminar in that the materials covered will be done in a discussion and debate format and not a lecture format. The major objective for this structure is to recognize that most often there is no "correct" or "singular" way to deal with ethical problems we can expect to encounter. The seminar structure fosters shared alternative opinions and differential thinking as to how each of us might approach any particular ethical problem can be fully explored and experienced by every member of the class. This does however, put a major responsibility on the part of the student to come to each class prepared and...
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...UW‐La Crosse: Doctor of Physical Therapy Degree Professional Curriculum (Revised 4/2/14) Course Number PTS 509 PTS 510 PTS 512 PTS 520 PTS 521 PTS 516 PTS 517 PTS 523 PTS 524 PTS 525 PTS 526 PTS 527 PTS 528 PTS 535 PTS 536 Format Lecture Seminar Lecture Lecture Seminar Lecture Seminar Lecture Seminar Lecture Seminar Lecture Seminar Lecture Seminar Contact Hours/Semester 42 84 56 14 56 Credits 3 3 4 1 2 Summer I (10 weeks) Title Human Gross Anatomy Applied Human Gross Anatomy Medical Physiology Intro to PT Practice & Evaluation Techniques Applied Intro to PT Prac & Eval Tech Summer I: Total 252/semester; 25hr/wk 14 28 28 28 28 28 42 56 28 28 13 1 1 2 1 2 1 3 2 2 1 Fall I (14 weeks) Physiological Regulation of Exertion & Disease Applied Physiol Reg of Exertion & Disease Physical Agents Applied Physical Agents Biomechanics & Kinesiology of Movement Applied Biomechanics & Kinesiology Foundations of the PT Exam Applied Foundations of the PT Exam Functional Neuroanatomy Applied Functional Neuroanatomy Fall I: Total 308/semester; 22hr/wk 16 Winter (2 weeks) PTS 651 PTS 518 PTS 519 PTS 545 PTS 546 PTS 611 PTS 619 PTS 620 PTS 625 PTS 626 PTS 627 PTS 628 PTS 631 PTS 542 PTS 543 PTS 544 PTS 623 PTS 624 PTS 728 PTS 729 Fieldwork: Introduction Winter: Total Fieldwork Lecture Seminar Lecture Seminar ...
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...Week 5 Case Study: Brunswick Exercise Brandon Johnson GSCM-520-16900 Professor Robert Tedeschi October 3rd, 2015 Brunswick Exercise: ANALYTICS EXERCISE: An MRP Explosion – Brunswick Motors Engine Assembly Master Schedule Week | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | Demand | 15 | 5 | 7 | 10 | | 15 | 20 | 10 | | 8 | 2 | 16 | Gear Box Requirements Week: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | Gross Requirements | 15 | 5 | 7 | 10 | 0 | 15 | 20 | 10 | 0 | 8 | 2 | 16 | Scheduled Receipts | 17 | 5 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Projected Available Balance | 2 | 2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Net Requirements | 0 | 0 | 5 | 10 | 0 | 15 | 20 | 10 | 0 | 8 | 2 | 16 | Planned Order Receipt | 0 | 0 | 5 | 10 | 0 | 15 | 20 | 10 | 0 | 8 | 2 | 16 | Planned Order Release | 5 | 10 | 0 | 15 | 20 | 10 | 0 | 8 | 2 | 16 | 0 | 0 | Input Shaft Requirements Week: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | Gross Requirements | 30 | 10 | 14 | 20 | 0 | 30 | 40 | 20 | 0 | 16 | 4 | 32 | Scheduled Receipts | 40 | 22 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Projected Available Balance | 10 | 22 | 8 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Net Requirements | 0 | 0 | 0 | 12 | 0 | 30 | 40 | 20 | 0 | 16 | 4 | 32 | Planned Order Receipt | 0 | 0 | 0 | 12 | 0 | 30 | 40 | 20 | 0 | 16 | 4 | 32 | Planned Order Release | 12 | 0 | 30 | 40 | 20 | 0 | 16 | 4 | 32 | 0 | 0 | 0 | 1. Phil would like to consider the costs that his accountants are...
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...MARKET DEVELOPMENT AND SALES PLAN ------------------------------------------------- FOR KOGI, EKITI AND ONDO STATES SUMMARY The objective of this plan is as follows; * To identify and develop major and local markets for our brands of soaps in the three states in focus, namely Kogi, Ekiti and Ondo. * To increase sales volume of our brands and increase our market share in the said states to significantly add to the volume of sales in the west region. * To strengthen our brand image through increased availability and shelf presence in markets in the said states. * To reduce trades acquisition cost and increase profitability in the channel to achieve continuous patronage and loyalty to our brands. * To enlist distributors carrying our brands in major towns and increase the numbers of existing wholesalers and retailers currently trading across the state boarders. DEMOGRAPHIC BACKGROUD KOGI STATE The markets in Kogi State has been untapped as there has not been a formidable presence of distributors carrying our brands. The state has 11, 519 sq. mile land area and population of 3,258,487 which is 887,398 higher than that of Kwara state. It has three major towns, namely Okene, Kabba and Lokoja. Like Kwara it is populated by low income earners, mostly farmers. ONDO and EKITI STATES \ These two states were part of our development drive in 2011 where a measurable success was achieved as between 6% and 12% of total sales in the west was generated. However, sales...
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... METHOD OF CONTACT: PREREQUISITE: IST7000, IST7020, IST7040, IST7060 All courses are open to students from all divisions. Only where a course is preceded by an introduction course is there a need to observe a prerequisite. However, students might benefit from prior knowledge on some of the courses, and this is given as the content found in your course catalogue by course code. I. COURSE DESCRIPTION The focus of this course includes: 1) The top management’s strategic perspective for aligning competitive strategy, core competencies, and information systems; 2) The development and implementation of policies and plans to achieve organizational goals; 3) Defining the systems that support the operational, administrative, and strategic needs of the organization, its business units, and individual employees; 4) Approaches to managing the information systems’ function in organizations, including examination of the dual challenges of effectively controlling the use of well-established...
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...Leadership skills are less tangible than the skills listed above and may include the following: a. ability to deal with change. b. deciding what type of changes are needed and when to make the change or changes. c. working with the project team to make the necessary change or changes. d. the ability to handle undesirable or unexpected consequences of making the change. e. ability to manage people with varying background and skills who may also be reporting to other managers in their respective functional areas. f. ability to persuade and cooperate with others to fulfill project goals since the project manager may not have the formal authority to accomplish some of the goals of the project. 2. Project...
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...In highly trained individuals, increased work of breathing, respiratory muscle fatigue and dyspnea at high intensities limits the respiratory system performance. During strenuous exercises, moderately fit subject’s respiratory musculature demands ~10% of the total oxygen consumption (VO2) whereas highly fit subject demands up to 15% of VO2. The exhaustive high-intensity exercise leads to inspiratory, expiratory muscle fatigue as well as diaphragm fatigue (above 85% VO2max or 80% Wmax). Low ability to produce sufficient pressure for making adequate alveolar ventilation leads to inspiratory muscle fatigue. Endurance exercise performance could be reduced due to the accumulation of lactic acid in the respiratory muscles that triggers an increase in the brain sympathetic outflow. Indeed causing vasoconstriction in the exercising limbs and that consequently increases limb muscle fatigue during exercise and results in earlier exercise termination. Respiratory muscle training is a...
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...Chapter 3: Process flow measures 3.3 Solutions to the Chapter Questions Discussion Question 3.1 The opposite of looking at average is looking at a specific flow unit’s flow time, and the inventory status and instantaneous flow rate at a specific point in time. Because flow times change from flow unit to flow unit, it is better to look at the average over all flow units during a period of time. Similar for inventory and throughput. [pic] Discussion Question 3.2 In practice, one often tracks inventory status periodically (each day, week, or month). Flow rate is typically also tracked periodically (even more frequently than inventory status because it directly relates to sales). It then is easy to calculate the average of those numbers to obtain average inventory and throughput during a period. In contrast, few companies track the flow time of each flow unit, which must be done to calculate the average flow time (over all flow units during a given period). [pic] Discussion Question 3.3 First, draw a process flow chart. Second, calculate all operational flows: throughput, inventory, and flow time for each activity. Third, calculate the financial flow associated with each activity. If the activity incurs a cost (or earns a revenue), the cost or revenue rate is simply the throughput times the unit cost or revenue. If the inventory incurs a holding cost, the inventory cost rate is simply the average inventory times the unit holding cost. Fourth,...
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...will also learn to appreciate a play and have a preliminary understanding of Hong Kong theatre. Representative plays in the world drama repertoire, with emphasis on Hong Kong theatre, will be selected for illustration in class. Each student is expected to write a short play at the end of the course. They will be guided through practical exercises to find and develop the materials for writing the play. [Ca][C] Students interested in furthering the artistic skills and gaining hands-on experience with playwriting may enroll in a separate non-credit enrichment tutorial ETUT1024. Intended Learning Outcomes Upon completion of this course, students are expected to be able to: 1. Comprehend the basic elements of a play 2. Express their views and feelings in playwriting 3. Enhance communication and collaboration skills 4. Acquire an overview of Hong Kong playwriting Syllabus and Schedule Lesson Date Topic 1 4 Sep Introduction to dramatic writing Introduce playwriting as a special kind of writing, and its particular conventions (a blueprint for future theatre performances) Uniqueness of playwriting, and how it compares with other art forms. 2 11 Sep The uniqueness of playwriting The blueprint for a performance A series of pictures with speeches 3 18 Sep Class activities Improvise a series of pictures to illustrate a news story 4 25 Sep Telling a story without verbal...
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...3,436,000 square feet. Corporate Strategy Business: Recording achievements by living up to its heritage, Starbucks balanced profits with a social conscience. Its commitment to creating shareholder value through the lens of humanity is truly a cornerstone of Starbucks global strength, especially as it pursues the most ambitious agenda. The Blueprint for Profitable Growth: leverage multiple channels of distribution. Mission: We will always be a coffee company whose core business is to ethically source and roast the highest-quality arabica coffee in the world, as we simultaneously create authentic connections with our customers and the communities we serve. Values: First, we will remain committed to our coffee core. Second, we will exercise relevant, timely, and courageous innovation. And third, we will ceaselessly honor our values. We’ve been building a company with a conscience for four decades, and the reservoir of trust we have earned is perhaps our most precious asset. As we continue to execute our Blueprint for Profitable Growth to become a truly performance-driven global organization, we are committed to leading through the lens of humanity, not just when it is convenient or easy. This alone makes our partners incredibly proud. At Starbucks our aspiration is nothing less than to be among the most enduring brands of our time. Goals: We anticipate having 20,000 stores on six continents by 2014. Additionally, over the next five years, we plan to open 3,000 new stores...
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...SPHE314 WK 4 MIDTERM QUIZ Click Link Below To Buy: http://hwaid.com/shop/sphe314-wk-4-midterm-quiz/ Part 1 of 1 - 94.8/ 94.799 Points Question 1 of 37 2.6/ 2.6 Points The multiple functions of the muscular system are performed by ______________type(s) of muscle: A.2 B.3 C.4 D.1 Question 2 of 37 2.6/ 2.6 Points Which of the following is NOT considered a fuel nutrient? A.carbohydrate B.fat C.water D.protein Question 3 of 37 2.6/ 2.6 Points The layer of connective tissue surrounding the outside of the muscle is called: A.perimysium B.carbohydrate C.sarcomysium D.epimysium Question 4 of 37 2.6/ 2.6 Points Protein can supply about 5 to 10% of the total energy needs during: A.sprinting activities B.prolonged exercise C.all types of exercise D.weightlifting Question 5 of 37 2.6/ 2.6 Points The two main components of the nervous system are: A.the autonomic nervous system and the somatic nervous system B.the brain and the spinal cord C.the central nervous system and the peripheral nervous system D.the efferent and afferent divisions of the nervous system Question 6 of 37 2.6/ 2.6 Points The autonomic nervous system can be divided into two functional and anatomical divisions called: A.sympathetic and unsympathetic B.sympathetic and parasympathetic C.afferent and efferent D.CNS and peripheral Question 7 of 37 2.6/ 2.6 Points Using an insulated, airtight chamber with walls...
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...|POS/355 Version 9 | | |MU12BIT08 | | |Introduction to Operational Systems | | |Wk 1 June 10 | | |Wk 2 June 17 | | |Wk 3 June 24 | | |Wk 4 July 01 | | |Wk 5 July 08 | Copyright © 2012, 2010, 2009, 2008, 2007, 2006, 2005, 2004, 2003 by University of Phoenix. All rights reserved. Course Description This course provides an introduction to operating systems. Topics covered include operating system concepts, program execution, and operating system internals such as memory, processor, device, and file management. A variety of operating...
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