Responsibility: businesses have an obligation to act in the interest of societies that sustain them * Stakeholders: individuals, organisations and other groups that have a rightful interest in the activities of a business including: * Owners, employees, customers, partners, government The Marketing Mix * A marketing mix describes the elements that marketers need to consider * There are 4; product, price, promotion, place, * Extra 3; people, process and physical evidence * Target
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Wiltshire Printed on paper from sustainable resources contents Part One Part Two 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 2.18 2.19 2.20 Introducing your companion Core areas of the curriculum 1 7 8 12 18 22 27 31 35 39 45 51 57 61 66 70 76 81 85 90 95 101 Service operations management Operations strategy Operations performance objectives Operations process types Layout design Long-term capacity planning Facility location Process technologies Designing
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Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research Securing individual behaviour change Managing Change in the NHS 2.5 How can we make change happen? Organisational development (OD) Organisational learning and the Learning Organisation Action research Project management
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Introduction The company under investigation in this study is Tim Hortons, a coffee and fresh-baked goods quick-service restaurant, originating from Canada. As of January 2006, (Annual Report 2005, P.1) Tim Hortons operated 2,597, mostly franchised, stores in Canada and 288 in the US. Tim Hortons boasts a 76% market share in the Canadian coffee and fresh-baked goods sector (Shareholder’s Report 2005, P.6) and “based on sales dollars, Tim Hortons is now almost 25% larger than its closest QSR (quick-service
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DEVELOPING INTEGRATED SOLID WASTE MANAGEMENT PLAN TRAINING MANUAL Volume 4: ISWM Plan U N I T E D N AT I O N S E N V I R O N M E N T P R O G R A M M E Copyright © United Nations Environment Programme, 2009 This publication may be reproduced in whole or in part and in any form for educational or non-profit purposes without special permission from the copyright holder, provided acknowledgement of the source is made. UNEP would appreciate receiving a copy of any publication that uses this
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more comprehensive integrated model should be developed and tested. This includes the importance of identifying the context for change as a prerequisite to change design. Initial research validated the use of an extended list of critical success factors, the utility of a new model for initiating change and reinforced the importance of a contingency paradigm. KEY WORDS : Change, change management, integrated change, business transformation Introduction In the first part of this research ‘Challenging
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medium and small. Chapter 1 - An Introduction to Project Management The Project Management Book of Knowledge (PMBoK) defines Projecy Management as “the application of knowledge, skills, tools and techniques to project activities to meet project requirements”. In the course outline we make the following statements with regard to what this course promises you engineering students. In the engineering environment, Project Management can be practiced either a stand-alone professional discipline or as an
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Semester Period Unit No 103 Units Covered Unit Name Further Mathematics for Engineering Technicians Electrical and Electronic Principles Data Communications and Networks Analytical Methods for Engineers Engineering Science Telecommunication Principles Advanced Mathematics for Engineering Electrical and Electronic Principles Business Management Techniques for Engineers Computer Programming Techniques Radio Communication Engineering Electronic Principles Principles and Applications of Microcontrollers
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reliability and timeliness of reported test results. The laboratory results must be as accurate as possible, all aspects of the laboratory operations must be reliable, and reporting must be timely in order to be useful in a clinical or public health setting. When making measurements, there is always some level of inaccuracy. The challenge is to reduce the level of inaccuracy as much as possible, given the limitations of our testing systems. An accuracy level of 99% may at first glance appear acceptable, but
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CHAPTER 1 Introducing human resource management Objectives By the end of this chapter you will be able to: ● define what is meant by the term ‘human resource management’ ● understand the roles of line managers and human resource managers in managing people ● outline the range of activities with which practitioners of human resource management are likely to be involved ● demonstrate how human resource management can make a difference by adding value to an organisation ● outline some of the
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