-1The Ford Pinto case is an oft-cited example of business ethics gone wrong. Many people have been appalled by Ford’s lack of concern for human life. Ford rushed its production time to produce the Pinto in order to be able to compete with foreign companies that were monopolising the American small-car market in the 1960s. Before production, however, the Ford engineers discovered that there was a major flaw with the Pinto: in nearly all rear-end crash tests the car’s gas tank would burst into flames
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with an understanding of the rules and regulations in regulated | | |activities in Hong Kong. | |Exemption Criteria |Granted on a case-by-case basis | |Teaching & Learning |A task-based and student-centered approach will be adopted in this module. | |Strategies |
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INTRODUCTION TO RTO MANAGEMENT In this growing competitive world it is becoming increasingly & absolutely necessary for any organization to streamline all its activities all the way stressing on quality perfection. Quality can be defined as fitness for use at an economical cost while satisfying customer requirements this can be achieved if the organization has the good quality system in which all the medical activities of the hospital are bought in line with operating procedure and guidance
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business research project. After the course, students will be able to: 1. Formulate research questions and objectives. 2. Conduct an appropriate literature review. 3. Design and implement appropriate qualitative and/or quantitative research methods. 4. Write a research proposal that can form the basis for their final dissertation. 5. In overall, learners will know necessary steps to carry out a research project and to write a structured report/dissertation. 2) Course Textbook(s)/Resources: a)
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CRM derived from research and applications across businesses. These concepts and applications from real life case studies will help identify opportunities, which can be successfully implemented for long term profitability. Pedagogy – The teaching methodology will include a mix of lectures, discussions of pre-readings, presentations by practitioners, exercises and case analysis. The cases are integrative in nature but will also help develop an appreciation of specific elements of CRM. Group Project
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Classes ………………………. .................................................................. 3 2 OVERVIEW OF THE MODULE ...................................................................... 4 3 ASSESSMENT…………................................................................................. 6 4 LEARNING MATERIALS................................................................................ 6 5 SCHEDULE OUTLINE...............................................................
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1 SCHULICH SCHOOL OF BUSINESS YORK UNIVERSITY SGMT 6000 3.0 STRATEGIC MANAGEMENT Wednesday 2:30-5:30 pm (A) - Room N108 Tuesday 08:30-11:30 pm (B) - Room W136 Fall Term, 2011 Professor: Moshe Farjoun Email: mfarjoun@schulich.yorku.ca Room: N311 SSB Office Hours: By appointment Secretary: JoAnne Stein Office: N305B SSB Telephone: 416-736-5087 Brief Description This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes
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WAYNE EASTMAN RUTGERS BUSINESS SCHOOL Wayne Eastman (weastman@business.rutgers.edu 1 2 SYLLABUS Text: Managing Business Ethics, Fifth Edition (2011), Linda Trevino and Katharine Nelson. John Wiley & Sons, ISBN 978-0-470-34394-4 (paperback). Handouts: 1) Ethical Teachings and the Logic of Human Nature 2) American Groups Other readings: Links on syllabus and on Blackboard. Course objectives A major priority of the course is to equip you to make
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how to manage groups for high performance through an exposure to theories, concepts, and principles of OB Prescribed Textbook: Organizational Behavior, Stephen P Robbins,Timothy Judge and Neharika Vohra 14e, Pearson. S.No. | Topic | Case | No. of Session | Concepts covered | 1 | Management Thought and OB: Definition of Management, Approaches to Management: Classical, Behavioral, Management Principles of Taylor, Weber, Fayol; Hawthorne Studies, fields contributing to OB, Managers’
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Overview 1 2. Overall Description 2 2.1 Product Perspective 2 2.2 Product Functions 2 2.3 User Characteristics 4 2.4 Constraints 4 2.5 Assumptions and Dependencies 4 3. Specific Requirements 4 3.1 External Interface Requirement 4 3.1.1 User Interfaces 4 3.1.2 Hardware Interfaces 4 3.1.3 Software Interfaces 4 3.1.4 Communication Interfaces 4 3.2 Functional Requirements 5 3.2.1 Creating Courses 5 3.2.2 Grade Management 5 3.2.3 Homework Submissions 5
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