M.A. Social Work (Previous) FIRST SEMESTER Paper S1: 01 History and Philosophy of Social Work - 50 Paper S1: 02 Psychosocial Dynamics of Human Behavior - 50 Paper S1: 03 Methods of Working with People: Micro-Approaches - 50 Paper S1: 04 Social Welfare Administration - 50 Paper S1: 05 Research Methodology - 50 Paper S1: 06 Man & Society - 50 Paper S1: 07 Concurrent Field work three days in a week - 50 Total - 350 SECOND SEMESTER Paper S2: 01 Approaches and fields
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MANAGEMENT CONTROL SYSTEMS Performance Measurement, Evaluation and Incentives Second Edition Kenneth A, Merchant University of Southern California Wim A. Van der Stede London School of Economics Lffir Prentice Hall FINANCIAL Th,tES An impriil of P Harlow, England . London ' eatson Education New York . Boston . san Francisco . Toronlo Sydney. Tokyo . Singapore. Hong Kong .Seoul. Taipei. New Delhi Cape Town . Madrid . Mexico City . Amsterdam ' Munich . Paris. Mian
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sales of $2.6 billion in 1979, Emerson Electric produced a broad range of electrical and electronic products and systems. Emerson Electric Company Emerson Electric, originally a manufacturer of electric motors and fans, had gradually expanded into a broad range of consumer and industrial products. It classified its businesses into commercial and industrial components and systems; consumer goods (including portable electric tools); and government and defense products (see Table A). Table
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CASE 21 PepsiCo’s Diversification Strategy in 2014 John E. Gamble Texas A&M University–Corpus Christi P epsiCo was the world’s largest snack and beverage company, with 2013 net revenues of approximately $66.4 billion. The company’s portfolio of businesses in 2014 included Frito-Lay salty snacks, Quaker Chewy granola bars, Pepsi soft-drink products, Tropicana orange juice, Lipton Brisk tea, Gatorade, Propel, SoBe, Quaker Oatmeal, Cap’n Crunch, Aquafina, Rice-A-Roni, Aunt Jemima
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MBA LEARN MORE, DO MORE, BECOME MORE 90 exceptional people who will shape the future of business The IMD MBA Class of 2011 Developing your future global leaders The IMD difference Why recruit at IMD? Find truly global experienced leaders able to address your company’s challenges in today’s complex environment 90 talented pre-screened participants Besides strong academic ability, we assess the leadership potential with a focus on real management capacity in a multi-cultural and complex
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Business School 9-200-036 Rev. July 12, 2000 Honeywell, Inc. and Integrated Risk Management I. Introduction In one week, on July 10, 1997, the Finance Committee members of Honeywell Inc.’s board of directors would vote on whether to proceed with a new risk management program. For the past two years, members of Honeywell’s Treasury Management Team, in conjunction with insurance specialists J&H Marsh & McLennan (now Marsh Inc.), auditor Deloitte & Touche, and later with insurance underwriter
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9-403-090 REV: AUGUST 23, 2004 JEFFREY T. POLZER ALISON BERKLEY WAGONFELD Flextronics: Deciding on a Shop-Floor System for Producing the Microsoft Xbox It was March 2001 and Jim McCusker was getting restless during the long flight over to Hungary. He had just spent a few days visiting Flextronics’ North American operations in Guadalajara, Mexico, and now he was on his way to Flextronics’ central European facilities. He was planning to spend two days there before heading back to his primary
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From APIs to Affordances: A New Paradigm for Web Services Mike Amundsen mca@mamund.com amundsen.com, inc. ABSTRACT The ecosystem of services on the Web continues to grow and evolve while, at the same time, the number and diversity of connected devices increases; challenges lie ahead for both providers and consumers of Web services. This paper is presented as a ‘what-if’ proposal; an alternate paradigm for dealing with an increasingly heterogeneous network. Drawing from diverse sources including
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Running Head: BUSINESS INTELLIGENCE A REVIEW OF LITERATURE Business Intelligence: A Review of Literature Richard Clark Liberty University Abstract An explorative and descriptive review of literature on Business Intelligence (BI). It presents various definitions of the term “Business Intelligence” and determines that regardless the definition is a “means” to “end”, which sound business or organizational decision making, specifically in strategic planning and management. It also presents
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Empowerment October , 2011 The current trend to downsize has dissolved a great deal of mid-level manager positions. This has eliminated the career path for new and seasoned employees wishing to move up the corporate ladder. The mid-level manager positions that have been abolished may have reduced costs but left corporations to find solutions to fill the void. The mid-level managers were responsible for training, setting priorities and ensuring their areas of responsibility operated in a smooth
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