Introduction QANTAS is operating mainly domestically and internationally in air transportation company for various types of travelling, such as leisure and business, cargo and logistics facilities as well as support operations which includes: information technology, catering, ground handling, engineering and maintenance (Qantas Annual Report, 2013). Qantas Group also has dual brand strategy. It operates under Jetstar Airline, as a subsidiary. Jetstar is operating under
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Advanced External Auditing [AU2] Examination Blueprint 2013/2014 Purpose The Advanced External Auditing [AU2] examination has been constructed using an examination blueprint. The blueprint, also referred to as the test specifications, outlines the content areas covered on the examination and the weighting allotted to each content area. This document also lists the topics, the level of competence for each topic, and the related learning objectives and competencies. The learning objectives have been
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a huge cash balance recorded in its books. It was discovered that the company's executives and its overseas sales agents had colluded in overstating sales revenue, manipulating stock prices, illegally leveraging assets, and arranging bonds through paper companies. The incident left thousands of company
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this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation’s strategy processes, in particular the utilisation of scenario planning as a crisis planning activity. Design/methodology/approach – A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning. Findings – The paper contains a discussion
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Abstract Natural ventilation is most desirable for cooling and providing fresh air in residential buildings for better indoor air quality and thermal comfort. The natural ventilation performance is affected by a combination of internal and external factors. External factors include the location, the orientation, the prevailing wind speeds and the building forms of the residential development, which are subject to constraints beyond the control of site planners and architects. Whilst for internal factors
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this led to increasing amount of research in this area of supply chain management. (Seuring & Muller, 2008) This paper aims to address the research questions which can able to explain the major factors influencing the sustainable process of supply chain management. On the sustainable side, it involves addressing environmental, ethical, social, economic problems. So the purpose of this paper is to give a proposed approach to effective SSCM. (Faisal, 2010) 2. RESEARCH PROBLEM Acquiring and maintaining
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Internal Assignment No.1 Paper Code : BBA-203 Paper Title : Marketing Management Q.1.1 What do you understand by Marketing ? A.1.1 Marketing is the process of communicating the value of a product or service to customers. Marketing might sometimes be interpreted as the art of selling products, but selling is only a small fraction of marketing. As the term "Marketing" may replace "Advertising" it is the overall strategy and function of promoting a product or service to the customer
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Management and Industrial Engineering “The process of strategic management consists of an ongoing analysis, decisions, and actions activities to create and sustain competitive advantages in order to obtain desired competitive position and achieve strategic objectives”(Popescu,2013). This process is not one simple step and can be complex. It is not a onetime occurrence and can happen multiple times. The ongoing analysis, decisions, and actions that are performed should include all people involved. Everyone
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CHAPTER 3 – Social Responsibility and Ethics in Strategic Management 6/8/11 3.1 Social Responsibilities of Strategic Decision Makers: 1. The concept of social responsibility proposes that a private corporation has responsibilities to society that extend beyond making a profit. A. As shown in Figure 3-1, Archie Carroll proposes that the managers of business organizations have four responsibilities: economic, legal, ethical, and discretionary.
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companies’ HR system have moved ever more towards the strategic aspect of this function, rather than the operational one. This shift of interest in the direction of the strategic HR has been substantially determined by the major changes occurred in the external environment in which organizations operate and in their internal environment as well. As Ulrich et al (2001) have argued the HR function was traditionally seen as a primarily executive and professional, with the HR staff focused on administering
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