...PV Technologies, Inc.: Were They Asleep at the Switch? Problem: • Will Solenergy’s evaluation of PV Technologies put them at risk of a poor reputation and as a result position them lower in the renewable energy market? Objectives: • Stay as an industry leader in the renewable energy industry • Keep true to company vision/mission statement • Profitability • Focus on building continuous and long-term personal relationships Alternatives: • Four alternative courses of action- 1. Propose a warranty extension. 2. Increase the uptime that’s guaranteed. 3. Incorporate a developing product with a larger capacity and efficiency. 4. Contact Solenergy’s chief electrical engineer to confirm the evaluation. Consequences of Alternatives: (See Appendix for Consequence Table.) In framing this analysis, you need to compare the merits of the competing alternatives by evaluating how well they correspond to the objectives. In this case, the alternatives the PVT has in mind correlate to better odds potentially, in terms of challenging Solenergy’s evaluation results. Alternative 1 would not only make sure that Solenergy was given a quality product, but a product that was backed by an industry leading warranty extension. By including this extension, it not only shows that PVT stands with their product standards but it also shows dependability in terms of exceeding their customer’s needs; long after a transaction is made. Alternative 2 similarly takes care of the customers in...
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...ENERGY ANALYSIS (EA) Introduction Energy analysis basically determines the energy implications of actions so that alternatives can be compared in term of their energy consequences. Since many impacts can be interpreted in energy terms and since measurements can be made in uniform energy units, the method can viewed as grand index approach to evaluation. The term energy approach was adopted in 1970s by an international group to refer to work previously call energy accounting, energy budgeting, energy costing and energy system analysis. Three roles that EA can play in evaluation * EA is a comprehensive method which can be used instead of the CBA for evaluating public actions, especially those having significant environmental consequences. * EA should be used as a comprehensive method to evaluate alternative plans for energy conservation and development.’ * EA as an evaluation tool for assessing energy resource implications of energy conservation and development programs and projects. Therefore the three methods can be reduced to EA as a comprehensive evaluation method versus EA as a tool of for measuring limited set of impacts EA as A Comprehensive Methodology The importance of energy as a measure of value is underscored by the view that energy is the most fundamental limiting factor on all human action. NOTHING CAN HAPPEN WITHOUT ENERGY. All work requires it as a driving force. Odum- in the affair of forests, seas, cities and human beings, the potential energy...
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...Attitude toward the object (brand) bi = belief about the brand’s possession of the attribute ei = evaluation of the attribute as being good or bad n = there are a limited number (n) of attributes which the person will consider The following asks a consumer to evaluate these attributes for luxury cars: |Attribute: | |Sporty Styling | |Good Handling/Ride | |High Cost | |Great Acceleration | |Low Repair Frequency | | | Use the numbers from the following scale to evaluate each characteristic of luxury cars. Neither Good Extremely Moderately Slightly nor Slightly Moderately Extremely Good Good Good Bad Bad Bad Bad +3 +2 +1 0 -1 -2 -3 The consumer provides the following responses, which represent ei (an evaluation of the attribute as being good or bad) |Attribute |Rating (ei) | |Sporty Styling |+3 | |Good Handling/Ride |+3 | |High Cost |-1 | |Great Acceleration ...
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...PRINCIPLES OF PERFORMANCE MANAGEMENT Do a Performance Improvement Analysis Measure the frequency of behavior (what the individual says or the physical movements made) and the outputs (the physical evidence of completed work produced by those behaviors) prior to any management change. This analysis can be done for just one behavior and output or for many by job category, department and organization. Through this analysis, one measures present performance, establishes standards, specifies why behavior is deficient, calculates the net economic value of improvement after the cost of solutions, and places them in priority order. The result of this analysis is identification of potentially high-payoff behaviors and outputs that can be improved - an important first step, because, surprisingly, key behaviors and outputs are often overlooked or undervalued in organizations. Introduce the procedures used in Performance Management and quantify the amount of change that occurs in specific time periods. Because the investment in changing behavior is often very low and the economic payoffs may be high, the potential high return on investment usually excites top management Be specific Describe and communicate desired performances and the standards for judging them in terms that are measurable, observable and objective. A description of the events that are signals prompting the response should be included. In training, coaching, measuring performance, feeding back performance data...
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...HB 436:2004 Handbook Risk Management Guidelines Companion to AS/NZS 4360:2004 Originated as HB 142—1999 and HB 143:1999. Jointly revised and redesignated as HB 436:2004. COPYRIGHT © Standards Australia/Standards New Zealand All rights are reserved. No part of this work may be reproduced or copied in any form or by any means, electronic or mechanical, including photocopying, without the written permission of the publisher. Jointly published by Standards Australia International Ltd, GPO Box 5420, Sydney, NSW 2001 and Standards New Zealand, Private Bag 2439, Wellington 6020 ISBN 0 7337 5960 2 Preface This Handbook provides generic guidance for establishing and implementing effective risk management processes in any organization. It demonstrates how to establish the proper context, and then how to identify, analyse, evaluate, treat, communicate and monitor risks. This Handbook is based on the Joint Australian/New Zealand Standard, AS/NZS 4360:2004, Risk management (the Standard). Each Section contains an extract from the Standard, followed by practical advice and relevant examples. This basic guide provides a generic framework for managing risk. It may be applied in a very wide range of organizations including: • public sector entities at national, regional and local levels; • commercial enterprises, including companies, joint ventures, firms and franchises; • partnerships and sole practices; • non-government organizations; and • voluntary organizations such as charities...
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...strategy is to offer low-cost design and computer-aided modeling packages to customers to reduce their development expenses, most of the equipment is automated to increase production while reducing cost. The mission of Aircraft Solutions Company is to provide customer success through machined products and related services, and to meet cost, quality, and schedule requirements. Business process effectiveness begins with the IT organization. Customer data such as project information, computer-aided design and development models are sorted and stored in designated servers. The users of Aircraft Solutions are employees, customers, suppliers, and contractors who need to access the company network. System access by users at different levels of the network is set on a strictly need-to-know basis. Controls are in place to secure confidential and proprietary information from unauthorized access. Users are responsible for entering and processing data and information, such as generating reports to be used for decision-making. Despite all the controls that have been set in place to ensure that the system is secure and the unauthorized users do not have any access, there are some few loops that can be seen on the software and the policy of the Company through its operations. The goal is to assess the vulnerabilities that exist on the two areas; software and Company’s policy as well as the associated threats and risks. Also, identifying the potential consequences that the Company could...
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...number of the page, easy reading, few information. TRANSITION: Now, “WE ARE GOING” to speak about “KEY ISSUES”. (SPEAKER ALREADY STOOD UP) MOVEMENT, TRANSITION IN-BETWEEN EXPERTS : first speaker go to the right, second speaker arrives by the left (rotate in the direction of clockwise) 2- KEY ISSUES AND SUB ISSUES WITH LINK BETWEEN: TEAM EVALUATION : definition of key issues for sula vineyard case was too late, no subquestion, contextual information is confusion, illegible slide : A | NEW SPEAKER * Main question and sub issues (clear and catchy) ordered according to what is crucial : * STAKES AND FORESSEEN DIFFICULTIES * MAIN ISSUES AND SUB ISSUES : * ORDERED, * with PERSPECTIVE i.e. environnement, stakeholders, chronology. * With CONTEXT : landmarks, limits, incompatibilities, contradictions. * Revealing and showing LINKS BETWEEN THEM (causes and effects; consequences). TRANSITION : we are going to talk about the agenda. 3- PLAN ANNOUNCEMENT * Agenda with meaningful tittles (with speaker for each tittles) SLIDE TRANSITION 4- DIAGNOSIS/ ANALYSIS: TEAM EVALUATION Quantitative/quantitative, ability to generate ideas, validity of assumptions : N+ (Sula vineyard case).No Finance, No analysisNo professional document | NEW SPEAKER : EXPERTS ( use vocabulary : moreover, such as, look , consider, examine) * SWOT, PORTER, PESTEL, stakeholders (table, graph, symbol with...
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...interactional justice Pachsiry Chompukum Chulalongkorn University Abstract Businesses are facing up to high competitive pressure, especially banking industry. After 1997 crisis, banking industry meet more challenges from new financial landscape. Aiming to improve organizational performance, they have been adopting management tools, namely performance management. To enhance impacts of performance management, it is important to understand employees’ perceived performance management effective since the process requires high involvement and commitment from employees. Data were collected from 476 employees in the four largest banks in Thailand. Results from structural equations analyses support hypothesized model that attitudes towards performance evaluation directly relate to perceived performance management effectiveness and interactional justice mediates the coaching- perceived performance management effectiveness. Discussion, limitation and future research are included. Keywords: Banking industry in Thailand, Banking industry and performance management, Effectiveness and performance management, Interactional justice, Performance Management. . This research was supported by Chulalongkorn University Centenary Academic Development Project. Performance management, Page 1 Journal of International Business and Cultural Studies INTRODUCTION The increasingly competitive environment of the 1980s, which continued throughout the recessionary 1990s still remains a dominant factor today...
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...BFF 5902 Introduction to risk principles Assignment 1 AS/NZS/ISO 31000:2009 HB 436:2004 Table of contents 1.0 Introduction 1 2.0 Statement of case 1 3.0 Identification and classification of risks 1 4.0 Risks analysis 2 5.0 Risks evaluation 4 Competition 4 Reputation 4 Stock turnover and financial leverage 5 Quality assurance 6 Performance of employees 6 Payment system interruption 7 Supplier and natural disaster 7 6.0 Risk register 7 7.0 Risk treatment 9 Risk treatment schedule 9 Risk treatment action plans 10 8.0 Recommendations 11 9.0 Conclusion 12 10. References 13 1.0 Introduction According to AS/NZS ISO 31000:2009, risk management consists of 6 components which are establishing context, identifying risks, analyzing risks, evaluating risks, treating risks and monitoring and reviewing risks. It could help create and protect value, improve decision making and explicitly solve uncertainty. In this report, Woolworth Limited will be the business case to be discussed. The report will start with classifying, then analyzing and evaluating relevant risks, followed by a risk register, risk treatment plan as well as the treatment action plan. Recommendations and conclusion will also be given at the end. 2.0 Statement of case Woolworth Limited is an Australian corporation which was established in 1924 in Sydney. It is now one of the largest supermarket chains with more than 3,000 stores located in Australian and New Zealand...
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...Khan#2Asma#3 Satellite Research & Development Centre, Karachi Pakistan Space & Upper Atmosphere Research Commission Tell# +9221 3523 3354, Fax# +922135293208 1 pm.prss@suparco.gov.pk 2 fyk73@yahoo.com 3 asma.riaz21@yahoo.com Abstract— It is a very well established and understood aspect, that to be successful in a mission/project, the executing organization must be dedicated to deal with the management of the risks, proactively and constantly, during all the phases of the project/ mission. In fact the mission risks have their origins in the unpredictability factor that is there in all the missions; whereas the major aims of the risk management strategy are to maximize the likelihood and consequence of the constructive actions, and minimize the possibility and consequence of the actions undesirable to the mission. The Cooperation European for Space Standardization (ECSS), Management of Risks standard provides a state of the art model for integrated risk management, in space related projects; describing the principles and requirements, to enforce a mission-incorporated, management of risks policy, undertaken by the mission stakeholders. In this presented research work, we have customized the Risk Management ECSS standard, for the specific characteristics and constraints of the remote sensing satellite mission project of the Pakistan Space Agency (SUPARCO). After a brief back ground and theory of the risk management domain, the implementation plan/system of...
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...Cambridge Resources for the IB Diploma Paper 1 (SL and HL) markschemes Examples of markschemes for Exam practice: paper 1 in the Economics for the IB Diploma CD-ROM are provided below. Paper 1 section A: Microeconomics Chapter 2 Competitive markets: demand and supply SL/HL core topics Part (a) questions 2.3 (a) Answers may include: • Definitions of demand and quantity demanded. • Theory of demand: law of demand with reference to changes in demand and factors that can cause changes in demand. • Demand and supply diagram showing initial equilibrium price and quantity, and a leftward shift in the demand curve, resulting in a lower equilibrium price and quantity and showing that there is no contradiction. • Examples of demand curve shifts and movements along a demand curve. Answers may include: • Definitions of supply and quantity supplied. • Theory of supply: the law of supply with reference to changes in supply and factors that can cause changes in supply. • Demand and supply diagram showing initial equilibrium price and quantity, and a rightward shift in the supply curve, resulting in a lower equilibrium price and greater equilibrium quantity. • Examples of supply curve shifts and movements along a supply curve. Answers may include: • Definitions of normal good, excess demand, reallocation of resources. • Theory of demand and supply with reference to excess demand, the factors that can cause shifts in the demand curve and the role...
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...NATURE OF TRAINING AND DEVLOPMENT In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. More clearly, training and development may be understood as any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning. Usually by changing the employee’s attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employee’s performance deficiency, computed as follow: Training and development = standard performance –actual performance. Difference between training, development & education We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education on the other hand, is confined to theoretical learning in classroom. Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training is presumed to have had had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgment and to choose alternative solution to the job problem, training...
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...RISK MANAGEMENT GUIDE FOR DOD ACQUISITION Sixth Edition (Version 1.0) [pic] AUGUST, 2006 Department of Defense Preface The Department of Defense (DoD) recognizes that risk management is critical to acquisition program success (see the Defense Acquisition Guidebook (DAG), Section 11.4). The purpose of addressing risk on programs is to help ensure program cost, schedule, and performance objectives are achieved at every stage in the life cycle and to communicate to all stakeholders the process for uncovering, determining the scope of, and managing program uncertainties. Since risk can be associated with all aspects of a program, it is important to recognize that risk identification is part of the job of everyone and not just the program manager or systems engineer. That includes the test manager, financial manager, contracting officer, logistician, and every other team member. The purpose of this guide is to assist DoD and contractor Program Managers (PMs), program offices and Integrated Product Teams (IPTs) in effectively managing program risks during the entire acquisition process, including sustainment. This guide contains baseline information and explanations for a well-structured risk management program. The management concepts and ideas presented here encourage the use of risk-based management practices and suggest a process to address program risks without prescribing specific methods or tools....
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...of a Nuclear Power Plant (Taking Fukushima Daiichi Nuclear Power Plant in Japan as an example to make a risk management) Student Name : Cong Danh Bui Student ID :11381581 Lecturer : David Eager Abstract This report will give out a risk management plan for the development and operation of Fukushima Daiichi Nuclear Power Plant in Japan, based on the AS/NZS ISO 31000:2009 standard. The report will begin with the definition of communication and consultation task before coming to the establishing the context, which is to define risks in term of finding the internal and external factors or some risk criteria that influencing in risks management. After that, risk assessment is implemented, including identification, analysis and evaluation. Then, some treatments will be applied to adjust those risk event. Finally, recording the process as well as monitoring and review, the crucial task in every risk management, is done to make sure that the management can bring efficiency in improving the control. Figure 1. Risk Management Process (Source NS/NZS ISO 31000:2009) Word count: 2600 words – excluding abstract, reference and appendix Appendix I. Introduction…………………………………………………………………………………......3 1.1. Power Plant Information……………………………………………………………………...4 1.2. Construction Details…………………………………………………………………………..5 II. Communication and Consultant………………………………………………………………..6 III. Establishing the Context…………………………………………………………...………….6 3.1. Organizational Objectives……………………………………………………………………...
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...Health Economics and Health Policy A critique of the methods used to measure and value health in cost-effectiveness studies submitted to NICE. Introduction The responsibility to provide data concerning “Good value for money” in regards to a new treatment or healthcare programme intervention has for itself a remarkable relevance. However, this information has become much more important in recent years due to the fact that we are facing a combination of unprecedented demand with the limitation of resources and the necessity of making decisions regarding priority setting in the healthcare system. Priority setting in healthcare means to determine what is most important in the context of finite resources as well as to decide who is going to benefit from a particular health care service as giving priority to one group of people inexorably implies taking it away from another one. (William, 1998). Nowadays, health care systems are facing the problem of how to set priorities in the allocation of health care resources in order to provide a high quality of care to those who need it and at a cost their governments can afford. All this happens in a time when people have greatest expectations concerning the care they should receive and the health care innovation offers broader options for interventions. (Littlejohns et al, 2012). In England the NHS has the obligation to provide a comprehensive and fair service for all and at the same time to promote an equal...
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