Semester 2 of the Academic Year 2012-2013 Instructor: Clive Choo, awechoo@ntu.edu.sg Learning & Teaching Methods This course is structured in a seminar learning format, where a 4-hour seminar is conducted every week for a total of 13 sessions. Each seminar is intended to inform and equip students with the conceptual tools to synthesize, evaluate and analyze strategic or ethical issues. In addition, seminar activities have been developed to provide opportunities for students to sharpen their critical
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members working on a document and saving multiple versions, each individual person can work on the same document, at the same time without fear of having multiple documents. SharePoint is also accessible for any machine with an Internet connection, so employees can update documents and make notes on the go with their laptops and cell phones (SharePoint, 2013). POWER INTERST GRID INTERESEST Communications Matrix The following table identifies the
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Accounting 411 Quiz 1 – Fall 2011 Professor Jones Chapter 01 Ethical Reasoning Implications for Accounting Multiple Choice Questions 1. Each of the following characteristics describes the importance of integrity in decision making except for: A. Acting out of moral principle B. Being loyal to one's superior C. Having the courage to do the right thing D. Not subordinating professional judgment to others 2. Ethical relativism can best be described as a: A. Point of view
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will not only ensure catalyzed development but people-driven progress as well. When stakeholders drive change, it sustains. With adequate planning on objectives and aligning incentives with peoples’ needs, it can be done. Forward Path: The need of the hour is to identify key areas which are of utmost importance to improve the standards of rural schools in India and create a system where these schools compete with each other to achieve them. This will be accomplished through a four step process.
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several components. This section will firstly, identify different types of organisations and the varying purposes they hold. It will then progress to explain the extent to which an organisation meets the objectives of various stakeholders, an example will also be included here to help illustrate this. Consequent to this, this section will also explain the responsibilities of an organisation and strategies adopted by the firm to ensure it meets them. • Identify the purpose of different types of organisation
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of the risk management summary is to inform why risk management is used in the primary care clinic. The summary will explain key steps the organization uses to identify and manage risks. Second, the summary will identify three typical risks found within the clinic, next how these risks can negatively affect the organization and stakeholders. Finally education, training, and policies that help the organization mitigate risks. Primary care clinic The primary care clinic is the first level health
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on the project. * Stakeholder Roles and Responsibilities Role | Risk Management Responsibility | Assignment | | [The Project Manager is responsible for the Project Risk Management Plan being implemented and for reporting to the Project Sponsor and Management Group.] | | | | | | | | * Risk Management Process and Activities Risk Management Activity | Risk Management Task Description | Ownership (Participants) | [Risk Identification] | [Identify the techniques that
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Project Charter . General Information Provide basic information about the project including: Project Title - The proper name used to identify this project; Project Working Title - The working name or acronym that will be used for the project; Proponent Secretariat - The Secretariat to whom the proponent agency is assigned or the Secretariat that is sponsoring an enterprise project; Proponent Agency - The agency that will be responsible for the management of the project; Prepared by - The person(s)
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IT STRATEGIC PLANNING “You’ve got to be very careful if you don’t know where you are going, because you might not get there.” Yogi Berra BACKGROUND Henry Mintzberg, former president of the Strategic Management Society, points out that “strategy can not be planned because planning is about analysis and strategy is about synthesis.” 1 Failure to recognize this basic distinction accounts for the frequent failure of such exercises, as does an excessive focus on technical detail, lack of suitable
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|CONTENTS | |KNOWLEDGE AND INFORMATION AND DECISION |2 | |ASSESSING KNOWLEDGE AND INFORMATION NEEDS |3 | |INTERNAL AND EXTERNAL SOURCES OF INFORMATION
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