...ones Electrical Distribution Case Analysis Financial Management-Huaihai Cohort- Team 9 This analysis is based on the 5 questions to the case. We believe that answering them builds a rather exhaustive and clear picture of the state of Jones’ business and its strengths and issues and offers a good analysis of its current state. Question A) How well is “Jones Electrical Distribution” performing? What must Jones do well to succeed? Jones Electrical Distribution is electrical supplying company. Since it was established in 2004, the sales have been growing steadily on a year to year basis from $1624000 in 2004 to $2224000 in 2006, and furthermore a projected $2.7 million in sales for the current financial year of 2007.In the same time profit has been inadequate for the quantity of sales. This data is backed by the very low Profit Margins experienced by the company, most recently only 1,3% (and only 0.8% for the first quarter of 2007).As of late, the company has faced a cash shortage and the results of that are becoming evident on its financial statements. Accounts payable have increased dramatically comparing 2006 and 2007. The same situation is with accounts receivables, showing that less of Jones’ clients are willing to pay cash for goods delivered. As a result the use of a discount thanks to fast payment to suppliers has become improbable. Further study of the increase in important components such as accounts receivables and inventory will be discussed in the 3rd section of this...
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...this course, students should understand and be able to do the following: 1. Estimate the cost of capital for corporate investment decisions; 2. Make corporate investment decisions using discounted cash flow method; 3. Manage working capital and corporate long-term growth. Supplemental Learning Outcomes: While not assessed, it is anticipated that students will develop the following: 4. Understand the importance of corporate governance for achieving long-term corporate financial objectives and valuation; 5. Understand some unique features of Chinese capital markets. TEACHING AND LEARNING The course will be a mixture of lectures, case discussions and individual and group practices. Students are expected to do the following. 1. 2. 3. 4. Read the assigned textbook chapters BEFORE the classes. Prepare for cases BEFORE case discussions, and submit case work as required. Do homework. Actively engage in class discussions. METHOD AND WEIGHTING OF ASSESSMENT In this course, students are evaluated by the following means of assessment: In-class participation (10%) Participation in class discussion, group discussion,...
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...policies can lead to a wide range of harmful effects on the productivity of an organization. Accidents in the workplace can cause substantial losses to an organization’s human capital, create massive losses in labour productivity and decreases the organisations reputation in the market (Saridakis & Cooper, 2013). Studies have revealed that Human Resource Management plays an important part in an organizations ability to maintain adequate OHS (Saridakis & Cooper, 2013). The HR department’s duty is to align HR practices with organisations OHS goals; this could be in the form of recruitment or training policies (Faulkiner, 2009). HR plays an important part in the Airline industry, as there are no production lines, human capital is an organisations greatest asset and a company’s performance relies heavily on how cohesively their employees can work together (Boyd, 2003). The following will be looking at the Big Red Kangaroo Airlines (BRKA) case study in regards to Pernilla’s injury, how/why she was injured, how the organisation could have prevented the injury and the organisations responsibility. Identify how/why she was injured As Identified in the case study BRKA have started employing cost cutting HR policies in order to compete with budget airlines. This has led BRKA to hire young, attractive and inexperienced flight attendants. Pernilla being one of these inexperienced staff members hired. On one of Prenilla’s first flights, the aircraft experiences severe turbulence...
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...National Stock Exchange of India and on the Bombay Stock Exchange. The Indian subsidiary of ABB has a market capitalization of over $4 billion.[5] HISTORY ABB resulted from the 1988 merger of the Swedish corporation Allmänna Svenska Elektriska Aktiebolaget (ASEA) and the Swiss company Brown, Boveri & Cie (BBC); the latter had absorbed the Maschinenfabrik Oerlikon in 1967. CEO at the time of the merger was the former CEO of ASEA, Percy Barnevik, who ran the company until 1996. ABB's history goes back to the late 19th century. The company was incorporated by Ludwig Fredholm in 1883 and Brown, Boveri & Cie (BBC) was formed in 1891 in Baden, Switzerland, by Charles Eugene Lancelot Brown and Walter Boveri as a Swiss group of electrical companies producing AC and DC motors, generators, steam turbines and transformers. Organizational structure ABB is the world's largest builder of electricity grids[6] and is active in many sectors, its core businesses being in power and automation technologies. The company has one corporate division and five production divisions since reorganisation in January 2010. ABB is one of the few large companies that have successfully implemented the...
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...GE’s management of its operations by first listing the various products and services within their operational infrastructure and by breaking down GE’s competitive environment. It will then describe GE’s operational processes. The operational management analysis includes research into product/process designs, outsourcing, quality management, and the role of employees. The impact of GE’s Operations Management Leadership program will also be discussed. This report will conclude with how the management of these processes contributes to the firm’s overall strategy. With its beginnings tracing back to Thomas Edison, General Electric (GE) was founded in 1892. It is the only company that was listed in the Dow Jones Industrial Index both in the late 1800’s and now. At the end of 2011, GE was #6 on the list of Fortune 100 companies with over $125 million in annual revenues. Headquartered in Fairfield, Connecticut and operating in over 100 countries, GE employs close to 300,000 people worldwide. While many other companies were struggling to keep up during the most recent recession, GE brought in net earnings of close to $12.6 billion dollars in 2010. From operating activities alone, the cash flow was over $14.7 billion.[ii] Since the company has a strong foothold in industries varying from technology infrastructure to energy to finance and...
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...Executive Summary: The report of the plant manager for RIO BRAVO IV, a subsidiary of Packed Electrical a division of General Motors identifies mistakes made by top management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the customer, environment and its resources and change their approach in doing business (paradigm shift). Senior management has to give clear goals and utilize the Total Quality Management (TQM) philosophy. Failure by top managed clearly state the objective of the project meant that it had no master plan and schedule. When the project was initiated the objective was to gain worldwide respect not to satisfy a customer and let the respect follow as an outcome. Top management failure is more evident through lack of proper feasibility study on the location and the customer getting customer Users Requirements Specifications (URS). There was no plan in place as such the project team did not exist at all. The machines were hastily installed; lay out set as per other factories not designed to cater for this customer. The location was never considered as what effect it might cause to the customer. Top management did not address the diversity issue an as a result communication was hampered by language...
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...before the World War I. It is a fascinating topic that many authors has been trying to unlock this secret. Chandler (1990) has provided his framework of analysis, and he tries to prove that it is the large-scale, managerial enterprises provide countries like US, Germany with international competitive organisational capabilities. From US’s case, managerial enterprise has contributed to the success of leading economics; however, only to a small extent it can be applied in differing national circumstances. There are enormous lacks in Chandler’s analyse. Moreover, different countries have different situation and management characteristics. Managerial enterprises can be applied successfully in US, but it probably can’t be applied successful in nations with different circumstances. In this essay, Chandler’s (1990) study on managerial enterprise will be introduced, and also critically analysed by considering the enterprises and industries in UK, US, Germany and Japan. Firstly, this essay is going to introduce Chandler’s framework of analyse on managerial enterprise, and present how it contribute to German and US’s economic success by referring cases in different industries. This is followed by discussions on the weakness of Chandler’s analysis by referring to other authors’ view, so as to show to what extent managerial enterprises can be applied in corporations worldwide. In Chandler’s (1990) book scale and scope, he has analysed the largest 200 firms in manufacturing industry from...
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...gratitude and appreciation to all those who supported me and contributed to complete this thesis successfully throughout the entire research process. My special thanks go to the Logistics and Transport Research Group within Graduate School, the University of Gothenburg, for giving me the great opportunity to commence this thesis in the first instance. I am also thankful to my supervisor Ove Krafft, whose stimulating suggestions, guidance and encouragement helped me all the time in the research and writing process of this thesis. Special appreciation is further devoted to all the respondents in the interviews, for their openness and patience in taking time to answer the questions and providing me with relevant and essential information for my study. Without their contribution, it would have been inconceivable to make this thesis a success. Particular appreciation goes to Suning Appliance. In additional I am also grateful to my classmates in Master Programme of Science in Logistics and Transport Management, especially those who opposed on my work and posed their constructive suggestions for further improvements of this thesis. Last but not least, I would like to give my immense thanks to my family for their love and patience. Göteborg, May 2011 Wei Yin I Master Degree Project in Logistics and Transport Management Title: Reverse Supply Chain Management - Explore the feasibility to incorporate forward supply chain strategy into the reverse supply chain in electronic industry...
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...I. Introduction Diabetes is on the rise in the United States and the resultant health problems are leading to visits to physicians’ offices and hospitals more than ever before. Diabetic neuropathy, a debilitating nerve disorder which can affect almost any part of the nervous system, occurs in nearly 50 percent of patients with diabetes. Diabetic peripheral neuropathy is found in 12 percent of insulin dependent diabetics and 32 percent of those who are not, equaling approximately 3 million people in the United States. (Chen et al. 2007) The number of patients with other neuropathies, such as autonomic, proximal, and focal, comprises the other 1 million diabetic neuropathy patients, most of whom suffer in pain from the dysfunction of the nervous system. (Chen et al. 2007) This disorder’s elusive nature is such that it can not only present in any part of the body but it can be completely without symptoms that the average patient would report to their physician. Since the patients themselves are less likely to naturally disclose their suffering through their assumption that their symptoms are not relevant to their diabetic condition, the physician’s role in the diagnosis and recognition of this disorder is even more critical. II. Definition and Types of Diabetic Neuropathy The most common type of diabetic neuropathy is peripheral, considered, more generally, sensorimotor. Peripheral neuropathy causes pain or loss of feeling in the toes, feet, legs, hands, and arms....
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...NATIONAL INSTITUTE OF TECHNOLOGY SILCHAR Bachelor of Technology Programmes amï´>r¶ JH$s g§ñWmZ, m¡Úmo{ à VO o pñ Vw dZ m dY r V ‘ ñ Syllabi and Regulations for Undergraduate PROGRAMME OF STUDY (wef 2012 entry batch) Ma {gb Course Structure for B.Tech (4years, 8 Semester Course) Civil Engineering ( to be applicable from 2012 entry batch onwards) Course No CH-1101 /PH-1101 EE-1101 MA-1101 CE-1101 HS-1101 CH-1111 /PH-1111 ME-1111 Course Name Semester-1 Chemistry/Physics Basic Electrical Engineering Mathematics-I Engineering Graphics Communication Skills Chemistry/Physics Laboratory Workshop Physical Training-I NCC/NSO/NSS L 3 3 3 1 3 0 0 0 0 13 T 1 0 1 0 0 0 0 0 0 2 1 1 1 1 0 0 0 0 4 1 1 0 0 0 0 0 0 2 0 0 0 0 P 0 0 0 3 0 2 3 2 2 8 0 0 0 0 0 2 2 2 2 0 0 0 0 0 2 2 2 6 0 0 8 2 C 8 6 8 5 6 2 3 0 0 38 8 8 8 8 6 2 0 0 40 8 8 6 6 6 2 2 2 40 6 6 8 2 Course No EC-1101 CS-1101 MA-1102 ME-1101 PH-1101/ CH-1101 CS-1111 EE-1111 PH-1111/ CH-1111 Course Name Semester-2 Basic Electronics Introduction to Computing Mathematics-II Engineering Mechanics Physics/Chemistry Computing Laboratory Electrical Science Laboratory Physics/Chemistry Laboratory Physical Training –II NCC/NSO/NSS Semester-4 Structural Analysis-I Hydraulics Environmental Engg-I Structural Design-I Managerial Economics Engg. Geology Laboratory Hydraulics Laboratory Physical Training-IV NCC/NSO/NSS Semester-6 Structural Design-II Structural Analysis-III Foundation Engineering Transportation Engineering-II Hydrology &Flood...
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...guided by rules of thumb and rigorous estimates-to-complete. Therefore, project managers must be armed with simple metrics and rigorous estimating models to be successful. Simple or complex, there are five questions project managers should ask about every estimate as they define and manage their projects. This paper stresses the value of accurate estimating, the project management discipline developing estimating rules-of-thumb and the application of those metrics to aid successful decision-making. Project Managers must be Accurate Estimators The key to successful project completion is an accurate estimate and a realistic risk assessment. Capers Jones, in a study of two hundred and fifty complex, software-intensive projects identified only twenty-five as successful in achieving their initial cost, schedule and performance objectives. Jones defines a failed project as one that is six months over schedule and fifteen percent over its cost estimate (p.5). Cost estimating was revealed as one of the six best practices utilized by the successful projects. How to be an Accurate Estimator Successful project managers make daily use of three powerful tools to become accurate estimators: simple rules-of-thumb, rigorous predictive mathematical models, and the project management triangle. They create an accurate estimating discipline in their organizations...
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...rules of thumb and rigorous estimates-to-complete. Therefore, project managers must be armed with simple metrics and rigorous estimating models to be successful. Simple or complex, there are five questions project managers should ask about every estimate as they define and manage their projects. This paper stresses the value of accurate estimating, the project management discipline developing estimating rules-of-thumb and the application of those metrics to aid successful decision-making. Project Managers must be Accurate Estimators The key to successful project completion is an accurate estimate and a realistic risk assessment. Capers Jones, in a study of two hundred and fifty complex, software-intensive projects identified only twenty-five as successful in achieving their initial cost, schedule and performance objectives. Jones defines a failed project as one that is six months over schedule and fifteen percent over its cost estimate (p.5). Cost estimating was revealed as one of the six best practices utilized by the successful projects. How to be an Accurate Estimator Successful project managers make daily use of three powerful tools to become accurate estimators: simple rules-of-thumb, rigorous predictive mathematical models, and the project management triangle. They create an accurate estimating discipline...
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...PETRI KÄRKI The Impact of Customer Order Lead Time-Based Decisions on the Firm's Ability to Make Money Case Study: Build to Order Manufacturing of Electrical Equipment and Appliances ACTA WASAENSIA NO 257 ________________________________ INDUSTRIAL MANAGEMENT 25 UNIVERSITAS WASAENSIS 2012 Reviewers Professor Olli-Pekka Hilmola Lappeenranta University of Technology Department of Industrial Management Prikaatintie 9 FI–45100 Kouvola Finland Doctor Yongjiang Shi University of Cambridge Centre for International Manufacturing Institute for Manufacturing 17 Charles Babbage Road Cambridge, CB3 0FS, UK England III Julkaisija Vaasan yliopisto Tekijä(t) Petri Kärki Yhteystiedot Vaasan yliopisto Teknillinen tiedekunta Tuotantotalouden yksikkö PL 700 65101 Vaasa Julkaisupäivämäärä Maaliskuu 2012 Julkaisun tyyppi Monografia Julkaisusarjan nimi, osan numero Acta Wasaensia, 257 ISBN 978–951–476–385–1 ISSN 0355–2667, 1456–3738 Sivumäärä Kieli 194 Englanti Julkaisun nimike Asiakastoimitusaikaa koskevien päätösten vaikutus yrityksen kannattavuuteen. Tapaustutkimus: Tilaukselle valmistettavat sähkölaitteet ja -kojeet. Tiivistelmä Vuosikymmenten ajan tieteellisissä julkaisuissa on käsitelty toimitusnopeuden ja -joustavuuden tärkeyttä kilpailukyvyn ylläpitämisessä ja parantamisessa. Näiden tutkimusten ulkopuolelle ovat kuitenkin monesti jääneet toimialat, joissa valmistetaan tuotteita asiakastilauksille. Tästä syystä monilta...
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...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 Digital and Analogue Devices and Circuits Management of Projects Project Design, Implementation and Evaluation Personal and Professional Development Work-based Experience Credit Hours 10 10 15 15 15 15 15 15 15 15 20 15 15 15 15 20 15 15 Unit Level 3 3 4 4 4 5 5 5 4 4 4 5 4 5 5 5 5 5 Semester 1 (10 weeks) September- November 2014 101 119 001 Semester 2 (10 weeks) December- February 2014 002 118 059 Semester 3 (10 weeks) March - May 2014 005 007 112 Semester 4 (10 weeks) June - August 2015 120 039 113 Semester 5 (10 weeks) September-November 2015 117 037 Semester 6 (10 weeks) 003 December 2015 -February 2016 027 029 Industrial Training March 2016 - September 2016 UNIT 1: ANALYTICAL METHODS FOR ENGINEERS Unit 1: Unit code: QCF level: Credit value: Analytical Methods for Engineers A/601/1401 4 15 • Aim This unit will provide the analytical knowledge and techniques needed to carry out a range of engineering tasks and will provide a base for further study of engineering mathematics...
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...EXCEL International Journal of Multidisciplinary Management Studies Vol.2 Issue 5, May 2012, ISSN 2249 8834 Online available at http://zenithresearch.org.in/ DIVERSIFICATION - STRATEGIES FOR MANAGING A BUSINESS P. KANNAN*; DR. R.SARAVANAN** *Head, Department of Management Studies, N.P.R. College of Engineering & Technology, Natham. *Research Scholar, Anna University of Technology Coimbatore, Coimbatore, Tamil Nadu, India. **Director, School of Management, Sri Krishna College of Technology, Kovaipudur, Coimbatore- 641042, Tamil Nadu, India. ABSTRACT When thinking about building a diversified portfolio, remember the old adage, “Don’t put all your eggs in one basket.” Diversification is not only about the number of investments in your portfolio, it’s also about the relationships among those investments. Diversification becomes an attractive strategy when a company runs out of profitable growth opportunities in its core business. In a diversified company the strategy making challenge involves assessing multiple industry environments and coming up with a set of business strategies, in which it operates. Multinational diversification strategies feature a diversity of business and a diversity of national markets. Despite the complexity of having to devise and manage so many strategies, these strategies have considerable appeal and more competitive potential. The study focuses on the manner in which diversification strategy is applied for different sectors like IT, FMCG etc. It deals...
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