...that the corporation can introduce a system of short-haul, cheap flights via a standardized fleet with ease. The billions in revenue generated from other divisions can provide the capital required; they can even have the option to operate at a loss for a while. The question, then, turns to one of sustaining this division by attracting customers from companies like Southwest. Besides setting low prices and attempt to maximize efficiency, the question becomes: can the division’s efficiency outstrip that of Southwest’s? As stated, Southwest’s culture inspires employees to work, thus productivity and efficiency increases. This is the key behind the company’s success: fostering culture and turning the results into profit. Can a big company replicate or build the culture? Replication is difficult because usually big wigs are reluctant to change their own culture of following rules to the letter like traditional big companies to an upbeat style of Southwest. Instead of satisfying customers, maximizing shareholder value takes priority and this choice could be detrimental to the divisions’ cause (shareholders may also not be happy at the prospect of operating at a loss); this case has been proved in the form of Continental Lite. When the bosses are fixed in maintaining their company’s own identity culture, I’m not sure that it will work out despite good numbers from operations. Also, a corporation can also lose its own, effective...
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... |8 |3 | |48 |Simplifying fractions |8 |3 | |56a , 56b |Adding and subtracting fractions |9 |3 | |57 |Multiplying and dividing fractions |8 |3 | |58 |Changing fractions into decimals |16 |4 | |17, 18 |Long multiplication and division | | | |19 |Multiplying and dividing decimals |11 |4 | |20 |Decimal places and significant figures |10 |6 | |22 |Reciprocals...
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...Until then, each subsidiary operated as a decentralized federation, but with few or non-connection with an interconnected global strategy. * The entrepreneurial independence of offshores companies complicated the coordination and integration of activities. Allocating capital became more complex as well. * Historically, manager tried to protect their self-interest instead of cooperate with other subsidiaries. * Conflicts between regional structure of international division and product-based structure of subsidiaries. * Subsidiaries did not collaborate with GBD’s 2. How would you evaluate the organizational changes he made in response to those problems? Why were they unsuccessful? * He took many reactive responses, with no clarity about how to organize the company effectively. He went back and forth from trying to implement centralized hubs and then moving to a decentralized federation model where integrating functions was the focus. * He lost credibility with all the changes that seem not work. Moreover, he did not identify the local competences of the organization and its strategic importance in order to take a more logical decision. 3. What do you think of the Sterling Partners recommendations? What did Kent get for the $1.8 million fee? * Again there is not a clear direction toward a strategy. They just identify problems and give some recommendations . * Kent paid $1.8 million fee to get a scanner of the organization. But this, in my opinion, is...
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...Communication Culture In The Workplace David Jimenez BCOM/275 May 27, 2014 - July 1, 2014 Tracy Foote Communication Culture In The Workplace My previous employer, SAIC, was a great place to work, depending on the division, and I worked for two. What I noticed was leadership from division to division played a huge role in the dynamics of the workforce. The first division I worked for was designing, engineering, and assembling communication systems for the US Navy. The leadership was made up almost exclusively of retired or former military. The culture was a nice blend of the military type rules and regulations, coupled with the freedom that allowed each of us the room to make mistakes and not be humiliated by our supervisors. My second division was a little different experience. We were contracted to work overseas in Afghanistan and Kuwait. The fact that we operated in a war zone made things a bit different from the start. Leadership consisted of 100% retired military and our culture was very much like being back in uniform. Now, in both divisions we followed the same CREDO and SAIC Policy book, but the approach to these guidelines was very different. In one division I felt empowered and part of a Team I could contribute to on a daily basis. The other division created an atmosphere that upward mobility was not an option. SAIC created its very own intranet they called, ISSAIC. SAIC adapted ISSAIC as the primary channel to communicate with the workforce. Through...
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...IT Policy and Strategy Wilmington University Hefty Hardware Case Study Summary: Hefty Hardware has distinguished correspondence problems between their IT division and their business establishment. Associate investigation was performed and disclosed that Hefty Hardware had two center problems, the most issue distinguished was a distinction between the IT Department and also the business establishment. Two arrangements that were projected to overcome any hindrance between the two units were cluster building making ready and further hands. There complimented arrangement is to present cluster building making ready to each division on an individual basis which is able to allow them to perform as a gaggle to and construct their center business structure to boost however they do their employments, which is able to wipe out the need for additional hands. The second center issue that was distinguished was extremely discovered to be two-fold, there have been problems with correspondence between the IT workplace and also the Business division and also the place of business whined of the IT workplace taking too long to end a venture that disclosed a amount administration issue within the IT office. once the examination was finished it absolutely was recommended that the IT workplace and also the Business division expertise making ready for roaring correspondence. The compelling correspondence making ready can instruct the units to concentrate adequately and provides esteem and...
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...Organization The Division of Health Care Quality (DHCQ), a division of the Massachusetts Department of Public Health, oversees the enforcement of both federal and state regulations and licensing procedures for over 6,000 heath care facilities. Its mission statement is as follows: “The Mission of the Division of Health Care Quality is to promote, protect and preserve the health and safety of everyone in the Commonwealth across all settings.” Currently the Surveyor staff is divided into two main groups: Licensing & Recertification and Complaint Investigation, both of which are divided into 4 manager pools. The Licensing & Recertification manager groups are divided by state regions (north, south, west, metro), while the Complaint unit is divided by two specialty focuses (Hospital and Abuse groups) and two long term care (LTC) groups. The Licensing & Recertification section has approximately 60 surveyors, and the Complaints section has approximately 25 surveyors. In the last year, the division has had a change of director (who has since resigned), has lost the assistant director in charge of Licensing & Recertification, and has lost a manager of one of the complaint surveyor pools. Research Initiative The primary focus of this study is to look at the two largest work groups of the DHCQ that both primarily do investigation/survey work for the state and federal government. We will identify the strategic constructs, and focus on recommendations that will lead to improved efficiencies...
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...Microsoft was again restructured into three core divisions, the Microsoft Platform Products and Services division, Microsoft Business division and the Microsoft Entertainment and Devices division. KEY STRATEGIC ISSUES There are three key strategic issues facing Microsoft at the moment, these are: - the need for increased customer responsiveness - factors influencing continued growth, and - anti-trust lawsuits CUSTOMER RESPONSIVENESS Customer responsiveness has always been a major issue in fast changing technology industries. Another bit of jargon, FYIFV or FYIV ("Fuck You, I'm [Fully] Vested"), is used by an employee to indicate they are financially independent and can avoid work anytime they wish.[80] The company is also known for its hiring process, mimicked in other organizations and dubbed the "Microsoft interview", which is notorious for off-the-wall questions such as "Why is a manhole cover round? Many times Microsoft has been described as having a developer-centric business culture. Microsoft spends a lot of time and money each year on recruiting young university-trained software developers and on keeping them in the company. Microsoft goes out of its way to make these young developers feel special by way of special office space and interesting perks. Microsoft has also been accused of being a corporate cult. Employees end practically living at the software giant’s campus in Washington. People have been known to work 24 hours a day at Microsoft. The campus is set up...
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...ORGANISATIONAL STRUCTURE Every organisation, with the exception of the small, simple one, needs an organisational structure. It enables the company to run smoothly and makes people aware of whom they report to and what are they in charge of. There are view types of organisational structure and it depends on the company’s profile, which one will work the best. The most complicated one is the matrix structure. It is the combination of the functional organisational structure and the product organisational structure. All the employees are divided into divisions according to their specialisation and every division has its own manager. One of the divisions is project management. Every project manager is responsible for the project assigned to him, and he chooses the people from other departments to work with him. This type of structure is an attempt to combine the advantages of both functional and product structures. Employees are highly specialised in their own field, but since they have the opportunity to work on many different projects, they are not bored with what they are doing. They are also more motivated to work efficiently and be part of more projects. Thanks to the dual chain of command, there is a better communication between both functional groups within the same product and product groups within the same function. Also workers are being chosen for their specified qualifications, which means they are more suited for the project. Unfortunately the dual chain of command...
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...Study Guide Modern Plumbing, Part 1 Contents Contents INSTRUCTION TO STUDENTS LESSON ASSIGNMENTS LESSON 1: FUNDAMENTALS OF PLUMBING, PART 1 LESSON 1—EXAMINATION LESSON 2: FUNDAMENTALS OF PLUMBING, PART 2 LESSON 2—EXAMINATION LESSON 3: WATER SUPPLY AND FIXTURES LESSON 3—EXAMINATION LESSON 4: FITTINGS, VALVES, AND HEATERS LESSON 4—EXAMINATION TEST YOUR KNOWLEDGE ANSWERS 1 5 7 49 55 67 73 81 85 95 99 iii INTRODUCTION This part of your program is based on the textbook, Modern Plumbing. It’s divided into 16 assignments; each assignment covers a specific area of the plumbing trade. The study material for this part of your program consists of 1. Your textbook, Modern Plumbing. It contains the assigned readings and review exercises at the end of each unit. These are assigned as self-check exercises. 2. This study guide, which contains the following features: I Instructions Instructions An assignment page that lists all of the reading assignments for your textbook Introductions to your lessons Listings of the self-check tests you should complete as part of each assignment Answers to the self-check exercises The examinations for each lesson I I I I As you now know, your textbook is covered by the reading assignments in this guide. Your textbook, Modern Plumbing, is the heart of this program. It’s very important that you read the material in the text and study it until you’re completely familiar with it. This is the material on which your examinations...
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...for KCC to be successful. In KCC’s functional organization, who had the authority to make these decisions? Who has the authority to make these decisions in KCC’s new divisionalized organization? Some of the most important key recurring decisions that must be made were contracts with distributors, marketing and R&D. In the beginning all of these decisions were made by top management. Though contracts many times were from sales teams, the majority of the big deals had some involvement of the top management. In the new divisionalized organization, most of this is divided up to the two divisions. Though R&D is still a centralized division, with their team head reporting only to top management, all of their decisions and outputs are determined by the division heads. So most of the decisions used to be determined by the top management but most of these have been given down to the division leaders. Kevin broke it out to profit centres. 2. Did KCC’s top management go too far in decentralizing the corporation? Did they not go far enough? Or did they get it just right? Why? I personally believe from Kevin’s point of view they went too far. For the example, Joe talking with a new advertising agency, Kevin didn’t believe this was the right approach as he thought the actual marketing was fine it was just the product placement in the actual stores which caused the issues. So I believe there are many areas Kevin does not agree with the new people in charge and thinks...
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...Introduction: Division of Whole Numbers Division undoes multiplication. Division and multiplication are often called opposite operations. Learning: Division of Whole Numbers Dividend, Divisor, and Quotient Division undoes multiplication. Division and multiplication are often called opposite operations. The quotient of two numbers is the result of dividing one number by the other. The number being divided is the dividend. The number the dividend is divided by is the divisor. In the equation 14 ÷ 2 = 7, read "fourteen divided by two equals seven," 14 is the dividend, 2 is the divisor, and 7 is the quotient. Quotient The result of dividing one number by another. Dividend The number being divided in a division problem. Divisor The number dividing the dividend in a division problem. Division Symbols The most common symbol used to represent division is ÷. The forward slash (/) or a horizontal bar also denotes division. Write the quotient of 12 and 3 as 12 ÷ 3 or frac(12,3) or 12/3. In either form, the first or top number is the dividend and the second or bottom number is the divisor. Dividing by Single Digit, No Remainder Rectangular arrays can be used to find the quotient of two whole numbers. Use a rectangular array to find the quotient of 18 and 6. Create rows of 6 boxes. Shade rows until there are 18 boxes in the array. Then observe how many rows of 6 boxes are in 18 squares. The rectangular array in Figure 1 contains 3 rows of 6 shaded...
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...security, investors find confidence, and society places trust FPG believe it is necessary to earn sufficient profit to ensure our employees' welfare The primary function, according to the operational belief and practice, is to set up various improvement systems, work regulations, and operating standards, making the Corporate Governance 2-As we mentioned before, The Chairman and the president are brothers and they are the one who found the company and ruling it. Chairman – Founder : Wang Yung-ching President : Wang Yung-tsai President Office: A unique feature of the corporate organization was a large (340-person) “president’s office” comprised of 15 “teams” of specialists whose function was to help division management. The president’s office form of organization began when the corporation was small. The central staff personnel set up procedures, trained management, monitored performance, and facilitated the spreading of effective practices from one division to others. Some division managers had referred to the staffs as “the Red Guard.” But more recently, with increased management professionalization, the staff teams placed greater emphasis on cooperating with division management. They still ensured that the divisions’ operating systems (e.g. accounting, procurement, construction, warehousing) conformed to corporate standards. In addition, each company has its own accounting, administration, warehousing and shipping, technical...
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...Why can’t I divide by zero? The explanation of why we cannot divide any number by zero is really easy. The three links contain different explanations, but eventually, they all come down to one. To begin, it is said that we students are told that a division by zero is undefined. And this, supposedly is not entirely true, but somewhat true, they tell us this because they, and we eventually cannot define an answer that would work. But in the other hand, if we are told that a division by zero equals to infinity, then that is entirely NOT true. Why? Because as the contents say, infinity is not a number, it is simply like a concept let’s say, because if it would be a number, there would be many contradictions, like the “collision” of our whole number system. So, as mathematician Mahavira (9th century A.D.) said “A number remains unchanged when divided by zero.”, we can get to the simple and easy conclusion that a number cannot be divided by zero simply because, if you multiply that number by zero, the answer will ALWAYS be zero. Now, in the case of 0/0=0, we may say that that is true because 0x0=0, and that may lead to us thinking or realizing that dividing by zero can give you a real number, but this is wrong. We must not confuse, as I said above, any number times zero will equal zero, so therefore the answer to 0/0 can be any number. And also, we must not forget that any number divided by that same number, will equal to one (1/1=1, 2/2=1,3/3=1..), so in that case of zero...
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...Implement a matrix structure. Similar in some ways to the divisional structure described in action one, a matrix structure can benefit from the functional divisions formed in the divisional structure but also supplement these divisions with divisions based on products as well. Employees are grouped by both function and product in a matrix and frequently teams of employees will be assigned to a project to accomplish a specific goal. This type of structure can take advantage of the best parts of divisional and team based structures. If Appex were to consider a matrix format I would recommend a balanced/functional matrix. This form of a matrix structure is one in which a project managers are assigned to oversee projects and these project managers must share power with the functional managers who are the normal chain of command. One of the disadvantages of this arrangement is the division of power between the managers but if Appex’s managers could overcome the difficulty inherent in such a power sharing scheme then this could be a beneficial way to structure the company. 4) A classical hierarchy. I believe that this time-tested structure is what Appex needs as it has grown too large and complex to operate efficiently in any of the structures described above. Although some consider this to be an impersonal form which would not allow for the employees of Appex to operate in the unstructured way that they did at the beginning, the simple fact of the matter...
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... |8 |3 | |48 |Simplifying fractions |8 |3 | |56a , 56b |Adding and subtracting fractions |9 |3 | |57 |Multiplying and dividing fractions |8 |3 | |58 |Changing fractions into decimals |16 |4 | |17, 18 |Long multiplication and division | | | |19 |Multiplying and dividing decimals |11 |4 | |20 |Decimal places and significant figures |10 |6 | |22 |Reciprocals...
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