...X. XI. XII. XIII. IXV. XV. Preface Policy Objective Responsibility Process Scope Criteria For Critical Components Utilities Systems Problem Reports Training Communication; Risk Management Control Committee Annual Review Utility Subcommittee Utility Systems Policy and Procedures Utility Systems Emergency Protocol Utility Systems Safety & Security Fleet Operations Utah State Hospital Facilities Management Rev: 04/98, 12/98, 11/00, 3/04 The Utilities Management Plan describes how the organization will establish and maintain a utility systems management program to: a. b. c. Promote a safe, controlled, comfortable environment of care; Assess and minimize risks of utility failures; and Ensure operational reliability of utility systems; The plan provides processes for: d. Establishing criteria for identifying, evaluating, and taking inventory of critical operating components of systems to be included in the utility management program. These criteria address the impact of utility systems on: 1. Life support systems, 2. Infection control systems, 3. Environmental support systems, 4. Equipment-support systems, and 5. Communication systems, e. f. g. h. Inspecting, testing, and maintaining critical operating components; Developing and maintaining current utility system operational plans to help ensure reliability, minimize risks, and reduce failures; Mapping the layout of the utility systems and labeling controls for a partial or complete emergency shutdown; and Investigating...
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...Built Sustainable Communities Assignment 2: Essay Introduction The rapid growth in the industrial sector in past few decades in India has improved the production and economic prosperity and improved the standards of living in the State of Gujarat (India). A large number of small and medium scale industries are engaged in the manufacture of a variety of chemical and allied products in State of Gujarat (India) (Rathi 2002, p.583). Simultaneously, the rapid industrialisation along with urbanisation has also resulted into numerous environmental issues. The global and economic processes had been remarkably unsustainable. Production processes and consumer behaviour had been threat to environment. Industrial growth in India is a result of the Government policies which aimed at increasing the productivity and job opportunities. Small and medium scale industries irrespective of types of product were encouraged to set up businesses for the economic growth of the respective States. Different State Government competing for the their respective economic growth had designed attractive package and incentives for industrial investment which consisted of sale tax exemptions, cash subsidies and creating industrial zones by developing infrastructures like road, water and power(Rathi 2002, p.583). Gujarat( India) has developed into the most industrialised states which apart from its traditional textile industry, also comprises of small scale industries and a major producer of chemicals and...
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...documentary: “China Revs Up” talks about the quick industrialization of China, and the problems that tag along such an aggressive industrial program in a short period. China once had over a billion poor people, but now it has the world’s fastest growing economy. China’s economy has been growing at an amazing rate of 8% per year for more than 20 years. While the economy is growing, the need for energy is growing at a faster rate. The documentary mentions that China could match the carbon emissions of the US projected by 2030. China’s energy is mainly supplied by coal, and 7 of the world’s 10 most polluted cities come from China. The major problems are due to overpopulation and present economic thinking, and also globalization. As documented in the film, The United States has set the benchmark for high living, high energy use. The US is one of the most consumptive countries in the world and China has really taken western consumerism as its model. Since the capitalist economic reform in China in the 1980s, the Chinese economy has been rising significantly, and the typical income has multiplied by 4 in the past 2 decade. People are leaving their traditions and their villages and farm lands to move to the city. As more and more shopping malls are build all over the country, and as a result energy consumption has risen drastically. China burned 25% more coal than the US in 2001. China’s economy grew incredibly quickly and with no concurrent development in environmental policy. The biggest...
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...Rev. Integr. Bus. Econ. Res. Vol 4(1) 469 Scope Change, Flexibility and the Management of Projects Daniel Adler University of Technology Sydney, Australia Daniel.adler@student.uts.edu.au ABSTRACT Managing scope on projects is universally recognized as a challenge for business. This paper will argue that the activity theory concept of contradiction is a useful method with which to re-frame debates around the origins of scope change that moves away from an either or approach to based on trade-offs between for example efficiency and flexibility. Scope change will be demonstrated to be a natural part of projects, and that managers who embrace it can benefit from the opportunities that arise. Using one live manufacturing project as a case example, the paper will conclude that both hard and soft paradigm stances in terms of project management can be accommodated under the activity theory banner of contradiction, giving rise to the potential transferability of this classification across all types of projects. Keywords: Project Management; Manufacturing; Cultural Historical Activity Theory (CHAT); SME’s; Scope. 1. Introduction Scope change on projects can be very challenging for managers as it can be an admission that the original plans were inadequate, thus calling into question the expertise of the people who planned the project. Consequently when scope change results in time delays, budget increases, and disagreements about quality, this can often lead...
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...Contents 1. Strategic Review................................................................................................................5 1.1.1. 1.1. 1.1.2. 1.2. The industry.....................................................................................................................................7 Needs and Expectations of stakeholders of an organization ............................... 10 1.3.1. 1.3. The macro-environment.............................................................................................................6 External factors affecting the organization...................................................................5 Macro-environmental level: Pestle analysis is applied ...............................................12 Major Changes taking place in the external environment.................................... 12 1.3.2. Industry Level: Porter five forces.........................................................................................13 2. Review of Tesco Existing Plans ................................................................................. 16 2.1. Tools to analyze the effect of current business plan............................................... 16 2.2. Position of Tesco in its current market ....................................................................... 17 2.3. Competitive Strengths and weaknesses of current business strategy ............. 19 3. Consideration...
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...Solutions Manual COST ACCOUNTING Fifteenth Edition Charles T. Horngren Srikant M. Datar Madhav V. Rajan ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Acquisitions Editor: Ellen Geary ------------------------------------------------- Editorial Project Manager: Nicole Sam ------------------------------------------------- Editorial Assistant: Christine Donovan ------------------------------------------------- Project Manager: Roberta Sherman ------------------------------------------------- Supplements Project Manager: Andra Skaalrud ------------------------------------------------- Copyright © 2015 Pearson Education, Inc. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying...
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...Berkeley Journal of International Law Volume 26 | Issue 2 Article 5 2008 Corporate Governance as Social Responsibility: A Research Agenda Amiram Gill Recommended Citation Amiram Gill, Corporate Governance as Social Responsibility: A Research Agenda, 26 Berkeley J. Int'l Law. 452 (2008). Available at: http://scholarship.law.berkeley.edu/bjil/vol26/iss2/5 This Article is brought to you for free and open access by the Law Journals and Related Materials at Berkeley Law Scholarship Repository. It has been accepted for inclusion in Berkeley Journal of International Law by an authorized administrator of Berkeley Law Scholarship Repository. For more information, please contact jcera@law.berkeley.edu. Gill: Corporate Governance as Social Responsibility: A Research Agenda Corporate Governance as Social Responsibility: A Research Agenda By Amiram Gill* In the post-Enron years, corporate governance has shifted from its traditional focus on agency conflicts to address issues of ethics, accountability, transparency,and disclosure. Moreover, corporate social responsibility (CSR) has increasinglyfocused on corporate governance as a vehicle for incorporating social and environmental concerns into the business decision-making process, benefiting not only financial investors but also employees, consumers, and communities. Currently, corporate governance is being linked more and more with business practices and public policies that are stakeholder-friendly. This ...
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...Pipeline Project KEYSTONE PIPELINE PROJECT CONSTRUCTION MITIGATION AND RECLAMATION PLAN Prepared By April 4, 2006 Rev. 3 CONSTRUCTION MITIGATION AND RECLAMATION PLAN 1.0 2.0 INTRODUCTION GENERAL CONDITIONS 2.1 Training 2.2 Advance Notice of Access to Property Prior to Construction 2.3 Other Notifications 2.4 Damages to Private Property 2.5 Appearance of Worksite 2.6 Access 2.7 Above-Ground Facilities 2.8 Minimum Depth of Cover 2.9 Threatened and Endangered Species 2.10 Non-Hazardous Waste Disposal 2.11 Hazardous Wastes 2.12 Noise Control 2.13 Weed Control 2.14 Dust Control 2.15 Off Road Vehicle Control 2.16 Fire Prevention and Control 2.17 Road and Railroad Crossings 2.18 Adverse Weather SPILL PREVENTION AND CONTAINMENT 3.1 Spill Prevention 3.2 Contingency Plans 3.3 Equipment 3.4 Emergency Notification 3.5 Spill Containment and Countermeasures UPLANDS (AGRICULTURAL, FOREST, PASTURE, RANGE AND GRASS LANDS) 4.1 Interference with Irrigation Systems 4.2 Clearing 4.3 Topsoil Removal and Storage 4.4 Grading 4.5 Temporary Erosion and Sediment Control 4.5.1 General 4.5.2 Sediment Barriers 4.5.3 Trench Plugs 4.5.4 Temporary Slope Breakers (Water Bars) 4.5.5 Drainage Channels or Ditches 4.5.6 Temporary Mulching 4.5.7 Tackifier 4.6 Stringing 4.7 Trenching 4.8 Welding, Field Joint Coating, and Lower In 4.9 Padding and Backfilling -iApril 4, 2006 Rev. 3 3.0 4.0 KEYSTONE PIPELINE, L.P. CONSTRUCTION MITIGATION AND RECLAMATION PLAN 4.10 4.11 4.12 4.13 4.14 ...
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...Annu. Rev. Psychol. 2005. 56:485–516 doi: 10.1146/annurev.psych.55.090902.142105 Copyright c 2005 by Annual Reviews. All rights reserved First published online as a Review in Advance on June 21, 2004 WORK MOTIVATION THEORY AND RESEARCH AT THE DAWN OF THE TWENTY-FIRST CENTURY Gary P. Latham Rotman School of Management, University of Toronto, Ontario M5S 3E6; email: latham@rotman.utoronto.ca Craig C. Pinder Faculty of Business, University of Victoria, British Columbia V8W 2Y2; email: cpinder@uvic.ca Key Words needs, values, goals, affect, behavior ■ Abstract In the first Annual Review of Psychology chapter since 1977 devoted exclusively to work motivation, we examine progress made in theory and research on needs, traits, values, cognition, and affect as well as three bodies of literature dealing with the context of motivation: national culture, job design, and models of person-environment fit. We focus primarily on work reported between 1993 and 2003, concluding that goal-setting, social cognitive, and organizational justice theories are the three most important approaches to work motivation to appear in the last 30 years. We reach 10 generally positive conclusions regarding predicting, understanding, and influencing work motivation in the new millennium. CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . MOTIVATIONAL FRAMEWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
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...“Inappropriate genetic testing can threaten individual autonomy, privacy, and confidentiality and lead to various types of genetic stigmatization and discrimination without any commensurate benefit for the individual tested,” (Brandt; Rauf, 2004). When Burlington Northern Santa Fe Railway (BNSF) tested their employees without the employees knowing about it, the Equal Employment Opportunity Commission (EEOC) stepped in and cited that BNSF violated the employee’s equal rights through discrimination and the employee’s rights of privacy. These actions “raise serious concerns that such testing could pose a significant threat to workers' privacy, autonomy, and dignity. Thus, defining the ethically, legally, and socially appropriate and inappropriate uses of genetic testing in the workplace,” (DEHS, 2001) presents a major breach in a workers legal right to privacy. One hundred and twenty-five BNSF employees filed on-the-job injury claims citing carpal tunnel syndrome (CTS) for “years of repetitive activity such as wielding a wrench or operating a jackhammer,” (Lehrer, 2001; UNK, 2001). While investigating these claims, BNSF medical doctor required further testing of 20 employees (UNK, 2001). The medical company pulled blood for genetic testing without telling the BNSF employees what kind of test that they were performing, (Mahanna, 2001; Schafer, 2001; BNSF, 2002; Lehrer, 2001; Lewin, 2002). One employee refused to submit to the tests and BNSF threatened to terminate his job (Lewin;...
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...REQUEST FOR PROPOSAL Microsoft Office Training RFP #10-075 Closing: Tuesday, August 10, 2010 at 2:00 pm local time. Halifax Regional Municipality Procurement Section P.O. Box 1749, Halifax 3 rd Floor, Duke Tower, Scotia Square, 5251 Duke Street Nova Scotia, Canada B3J 3A5 Halifax Regional Municipality July 27, 2010 RFP # 10-075, Microsoft Office Training Pa ge 2 _______________________________________________________________________________ Rev 01-01-2010 July 27, 2010 NOTICE REQUEST FOR PROPOSAL #10-075 Microsoft Office 2010 Training The Halifax Regional Municipality is seeking proposals from qualified individuals/ firms to provide Microsoft Office Training Sealed Proposals, Three (3) copies – Two (2) bound and one (1) unbound for #10-075, Microsoft Office Training , Halifax Regional Municipality, Halifax, Nova Scotia will be received by Halifax Regional Municipality Procurement Office, 3 rd Floor, Duke Tower, Scotia Square, 5251 Duke Street, P.O. Box 1749, Halifax, Nova Scotia, Canada, B3J 3A5, until 2:00 P.M. local time, Tuesday August 10, 2010 All questions concerning the procurement process shall be directed to Stephen Terry, Senior Procurement Consultant, at (902) 490-2175, Monday through Friday, 8:30 A.M. to 4:30 P.M. or E-mail to terryst@halifax.ca and those of a technical nature to Frans Sanders , Phone 490-2909, or E-mail to sanderf@halifax.ca . Instructions, forms, and specifications may be obtained from the Halifax Regional Municipality ...
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...A Stakeholder Model of Organizational Leadership Author(s): Marguerite Schneider Source: Organization Science, Vol. 13, No. 2 (Mar. - Apr., 2002), pp. 209-220 Published by: INFORMS Stable URL: http://www.jstor.org/stable/3085994 Accessed: 30/07/2010 02:12 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=informs. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Organization Science. http://www.jstor.org A ...
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...Journal of Business Research 52 (2001) 263 ± 275 The behaviour of international firms in socio-political environments in the European Union Amjad Hadjikhania, Pervez N. Ghaurib,* b Uppsala University, Uppsala, Sweden Faculty of Management and Organisation, University of Groningen, Landleven 5, 9700 AV Groningen, Netherlands Received 1 March 1998 a Abstract Most of the earlier studies on international business ignore the influence of the political actors and the environment on the internationalisation of the firm. The focus of this study is on the interaction between business and political actors and the main question deals with how firms standing in different stages of their internationalisation manage their relationships with political actors. By using network theory, the study presents a conceptual framework and aims to augment the knowledge on the internationalisation of the firms' political activities. The variety in management actions are discussed by the two variables of influence and adaptation, which have become connected to the two fundamental variables in internationalisation of the firms, namely commitment and knowledge. By comparing the management behaviour of seven small- and medium-sized enterprises (SMEs) and three multinationals (MNEs), the study shows how smaller exporting firms vs. MNEs manage their relationships with political actors. The outcome of the analysis contains results elevating general aspects on the political behaviour of the firms...
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...To download more slides, ebooks, solution manual and test bank, visit http://downloadslide.blogspot.com Solutions Manual COST ACCOUNTING © 2012 Pearson Education, Inc. Publishing as Prentice Hall. SM Cost Accounting 14/e by Horngren © 2012 Pearson Education, Inc. Publishing as Prentice Hall. SM Cost Accounting 14/e by Horngren To download more slides, ebooks, solution manual and test bank, visit http://downloadslide.blogspot.com Solutions Manual COST ACCOUNTING Fourteenth Edition Charles T. Horngren Srikant M. Datar Madhav Rajan Upper Saddle River, NJ 07458 © 2012 Pearson Education, Inc. Publishing as Prentice Hall © 2012 Pearson Education, Inc. Publishing as Prentice Hall. SM Cost Accounting 14/e by Horngren This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Acquisition Editor: Stephanie Wall Editorial Project Manager: Christina Rumbaugh Editorial Assistant: Brian Reilly Project Manager, Production:...
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... structuring, presenting and reviewing extensive planning data within a larger business or project planning process. See also PEST analysis, which measures a business's market and potential according to external factors; Political, Economic, Social and Technological. It is often helpful to complete a PEST analysis prior to a SWOT analysis. In other situations it may be more useful to complete a PEST analysis as part of, or after, a SWOT analysis. See also Porter's Five Forces model, which is used to analyse competitive position. SWOT analysis template Here is a larger illustration of SWOT analysis. Note that this format is not presented or proposed as a 2x2 'internal/external' matrix; it's a more open demonstration of the sorts of issues and questions which can be addressed when...
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