... OUTPLACEMENT With a little lagniappe… DMD & Associates, Inc. Provides Personalized Service And Exceptional Quality For Employers Who Care. What is Lagniappe? Lagniappe means to obtain something more by way of good measure. It’s our way of giving back. DMD & Associates, Inc. strives to provide the best service and quality at an affordable price. Why Choose Outplacement? • Reduction in unemployment expenses – Many studies prove that outplacement significantly reduces the job search process, therefore decreasing unemployment costs. • It’s a social investment! - Not only is your company saving money, but you are paying it forward to our local economy by providing a motivated and refocused workforce. • Maintains good working relationships with remaining employees - Many employees suffer from the “survivor” mentality during a reduction in the workforce. Outplacement can help soothe • Less anger from terminated employees – Terminated employees feel a wide range of emotions. Outplacement can calm anxiety and stress while redirecting their focus on the future and not the past. • Retaining good will in the community – Terminated and surviving employees will feel appreciated and tell friends and associates that your company provided them assistance. What is our “EXTRA” Guarantee? Why settle for big corporation traditional outplacement...
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...salary, bonuses, and other incentives are directly linked employee performance. While many associates may believe pay raises and other incentives are entitled, organizations are placing more emphasis on employee performance to determine if salary increases are deserved. Organizations use different methods in granting pay raises for employees. In this paper, we will discuss the three methods my employer, Wellpoint Inc., use in determining pay increases for associates. Individual performance, departmental performance, and organizational performance are all key factors in determining salary increases. Wellpoint Inc. ensures all employees have the opportunity to participate in achieving individual and organizational goals that will ensure the company is successful. The Annual Pay and Recognition Process, the system Wellpoint Inc. uses for determining raises, recognize top performers through merit increases, end of year bonuses, and stocks. The performance appraisal system used for employees is an ongoing process. For individuals, salary increases are determined by ones performance of job duties. Tying pay to performance has been proven to motivate employees to perform job duties more effectively and efficiently. Management and employees work together to develop goals and objectives for the employees to meet. The goals and objectives created should be measureable in terms of quality and quantity. Management meets with employees on a monthly...
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...Executive Summary Marriott International envisions itself to be the world’s lodging leader. Its mission is to provide the best possible lodging services experience to customers who vary in backgrounds, language, tradition, religion and cultures all around the world. Marriot is committed to environmental preservation through using environment-friendly technology and engages in social responsibility and community engagement. We value our shareholder’s so we will only take steps that will ensure our growth. Most importantly, through our “spirit to serve”, we emphasize the importance of Marriott’s people and recognize the value they bring to the organization’s growth and success. It aims to increase revenues by 9% every year, to increase profits by 5% annually, to gain brand loyalty from their international customers, and lastly, to increase their market share in the lodging industry by 3% within 3 years. Marriott International is ranked as number one in market capitalization and revenues in the lodging industry. In fact, it has been ranked by Fortune as among the “100 Best Companies to Work For.” It has a total of six business segments in its portfolio, namely: the North American Full-Service Lodging Segment, North American Limited Service Lodging Segment, International Lodging Segment, Luxury Segment, Timeshare Segment, and the Synthetic Fuel Segment. It has a deep history, which started way back to 1927 when J. Willard Marriott and his bride opened a 9-seat root beer stand...
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...An Effective Training Evaluation Plan Tasha R Evans M3: Assignment 2 Argosy University Executive Summary The purpose of this report is to provide information as to why our training department is an essential component to our company, Davenport & Associates, Inc. with the need to cut company cost. This report has considered ways to improve the skill and performance of each employee, due to the advancement of technology. Introduction Davenport & Associates, Inc. is a private nursing staffing agency specializing in matching and placing qualified nurses with the best employers. Davenport & Associates, Inc. is a highly respectable company serving customers throughout the United States. Within the next 12 months, Davenport & Associates, Inc. plans to expand business internationally. With the demands of new clients, quality training courses and training of staff is very crucial to this organization. This report was created to provide information as to why our training department is essential to our company Davenport & Associates while having to cut company cost. We first have to ask ourselves if there are required skills being put to use within the company. The reason for the need to train each employee is due to the advancement in technology, and also improving performance. These two essential attributes would be a major benefit for the employee, as well as the company. While gathering information, it is important to ensure that each employee...
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...training and developing all levels of associates. They lead an average of 4 exempt and non-exempt positions. The GM is responsible for implementing the individual store strategy in a manner consistent with Gap Inc.'s Purpose, Values and Behaviors. The GM leads their team to meet net contribution goals, sales goals, customer service targets, and Operating and Human Resources objectives through motivation, inspiration and accountability. The GM is accountable for professional representation of our brands within their locale, understanding our competitors and their operations as well as driving excellent tenant and community relationships. Leadership and Employee Results (25%) • Holds Store team and self accountable to all Gap Inc. standards of performance and behavior. • Effectively sources, recruits, selects and on-boards all management and non-exempt store personnel. • Maintains optimal staffing levels to ensure business needs are obtained while promoting associate retention. • Promotes a high-quality store associate experience from on boarding through the associate life cycle. • Promotes maximum team and individual performance through consistent coaching and feedback. Drives in-store performance management processes. • Partners with District Manager to create individual development plans that support performance needs and career growth for self and direct reports. • Recognizes and rewards behaviors that are in alignment and support Gap Inc. s Purpose, Values and Behaviors...
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...Introduction and History History Life Cycle Software and Process Qualities 2. Object-Oriented Modeling Concepts of Object Orientation Modeling and the Unified Modeling Language 3. Requirements and Early Life-Cycle Engineering Requirements Elicitation Software Specification Object-Oriented Analysis 4. Software Design Classical and Object-Oriented Design Architecture and Patterns (Components) Software Engineering - Summer 2004 5-1 © Stefan Leue 2004 Course Outline 5. Software Quality Assurance Testing Inspections (Reliability) (Software Metrics) 6. Software Production Process Evolutionary Models Spiral Model Unified Process Maturity Assessment (Agile Process) 7. Software Project Planning and Management Project Structure and Staffing Effort Estimation Scheduling Software Engineering - Summer 2004 5-2 © Stefan Leue 2004 Life-cycle Model: Waterfall Module Implementation and Test • translate design modules into code modules • test modules in isolation SRS Design Design Implementation System design Requirements Software Quality Assurance • did we build the model right? Software Engineering - Summer 2004 5-3 © Stefan Leue 2004 Life-cycle Model: Waterfall Integration and Testing • integrate tested module to form system • integration testing (incremental or big bang) • validation • customer acceptance testing Design Implementation System design Requirements SRS Design Integration Software Quality Assurance • did we build the model right? Software Engineering -...
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...MAPÚA INSTITUTE OF TECHNOLOGY School of Industrial Engineering & Engineering Management ------------------------------------------------- A Strategic Management Paper for Asian Technicon Managers And Consultants Inc. Submitted by: As partial fulfilment of the requirements of EMG166 – A1 Strategic Planning and Management 2th Quarter SY 2014 – 2015 Executive Summary TABLE OF CONTENTS LIST OF TABLES & FIGURES I. Introduction Asian Technicon Managers and Consultants, Inc. (ATMCI) was organized and incorporated in 1989. ATMCI is envisioned to be an answer to the call of the construction industry for an independent professional team that will act as the orchestrator among project participants: Owner/Developer, Designers, Specialist Consultants, Constructors and Suppliers, with ATMCI providing leadership of a project. With years of working together as the nucleus of the Project Management Team of one of the top corporations in the Philippines, with domestic and overseas operations, the Member of the Team formed a strong group that gave birth to Asian Technicon Managers and Consultants, Inc. Asian Technicon Managers and Consultants, Inc.(ATMCI) was currently one of the top 100 companies in the construction management industry. Services that they offer are the Total Project Management Services such as Project Initiation and Planning, Design and Specifications Coordination, Budget Estimates and Cost Planning, Procedures and Systems, Planning...
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...ANALYSIS OF THE ORGANIZATIONAL STRUCTURE OF PERDUE FARMS INC. Analysis of the Organizational Structure of Perdue Farms Inc. Ashton Smith MGMT 630 1121 February 23, 2014 My reason for constructing this analysis is to measure the organizational structure of the Perdue Company by using the Marcic Dimension Scale. This scale evaluates organizations by various categories that help develop a better understanding of how complex an organization might be. The categories I have chosen to assess Perdue include specialization, technology, culture, goals, and size. These dimension factors along with others allow managers to understand exactly how a company operates. Specialization The term specialization is defined as “the degree to which organizational tasks are subdivided into separate jobs” (Daft, 2010). Perdue Farms has divided its tasks by choosing vertical integration to manage every detail. “As a vertically integrated agribusiness, the company is able to ensure quality at every step in the supply chain” (Perdue Inc., 2008). It breeds and hatches its own eggs (19 hatcheries), selects its contract growers, builds Perdue-engineered chicken houses, formulates and manufactures its own feed (12 poultry feedmills, 1 specialty feedmill, 2 ingredient blending operations), oversees the care and feeding of the chicks, operates its own processing plants (21 processing and further processing plants), distributes via its own trucking fleet, and markets the production. (Daft, 2010...
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...Anthem Inc. Information Systems Joanne Wood DeVry University HIT 120 Professor Dennis Anthem Inc. Information Systems Anthem, Inc. is one of the biggest insurance carriers in the United States. It spans multiple states with multiple different names doing business as Anthem, Inc. Anthem, Inc. is based out of Virginia City, Virginia, however a large number of its staff members work from home utilizing electronic medical records for all of its healthcare information system. Anthem, Inc. serves all ages, from birth to elderly and offers different health programs for all their different members. Some of these programs include behavioral health program, disease management program, and complex case management. Anthem, Inc. is accredited by the NCQA, which is one of the top leading health care accreditation organization. Anthem, Inc. has many different clinical, financial, and business applications. The common ones include CareCompass, member 360, and Facets. Because Anthem, Inc. is medical based, the core program uses is CareCompass. This health information system it utilized by nurses, doctors, administrators, and the support team assisting members when they call in and need assistance. Our medical directors have access to CareCompass from any computer they use, making the interactions much more accurate and personal. Anthem, Inc. has its own personal pharmacy department which are able to see member information which allows the pharmacist to check interactions with...
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...Sandwich Blitz, Inc. Sandwich Blitz, Inc. is a small growing specialty sandwich shop chain in a large metropolitan area. The business is owned by Dalman Smith, who is the President and Chief Executive Officer (CEO) and Lei Lee who is the Vice-President and Chief Financial Officer (CFO). The company currently operates eight free-standing sandwich and beverage shops located near three universities, one hospital, and four high-traffic office complexes in the metropolitan area. The firm serves mostly upscale breakfast and lunch customers and specializes in organically grown food ingredients and health-conscious beverages. Currently, the firm employs a staff accountant, eight unit managers and forty employees. The corporate headquarters occupies rented space in an office park which houses Dalman, Lei, and the corporate accountant, Jayin Chopra. Each operating sandwich shop is staffed with a manager, a team supervisor, and four customer associates. Revenues from 2011 operations were substantial with a ROI (Return on Investment) of 30%. Beginnings Sandwich Blitz was the idea of Dalman Smith whose previous experience was in middle management for a wholesale food distribution company headquartered in a large European city. An ardent devotee of healthy food, Dalman received the inspiration for Sandwich Blitz while visiting the Mediterranean area on corporate business. Dalman noted the presence of healthy sandwich shops in that area of Europe and was surprised on his return home that...
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...Currently, there is no central purchasing department for the string of three stores. It is the responsibility of each of the three department managers within each store to determine requirements for the items in their departments and to place purchase orders directly with suppliers (Apollo Group, Inc., 2011). The department managers are required to fill out a standard, manual purchase order form for each order as well as receive and manually verify each shipment as it comes in. To place an order, these forms must be mailed, faxed, e-mailed, or even handed to suppliers (Apollo Group, Inc., 2011). These forms then become the primary tracking and financial documents for all merchandise orders (Apollo Group, Inc., 2011). This vast amount of paperwork must be maintained and stored in the accounting department to ensure vendors are paid. Another hurdle exists in that each department manager is independently responsible for obtaining the best pricing, quality, and delivery possible (Apollo Group, Inc., 2011). Each of the department managers is encouraged to check with his or her counterparts within the other stores to see how their pricing, quality, and delivery schedules stack up (Apollo Group, Inc., 2011). From Kudler’s standpoint, this can lead to inconsistent pricing...
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...Doctors Associates, Inc. (Subway) (3) Describe the company’s customers (households, businesses, schools, governments, etc.) To what extent does the company depend of international customers? --The company’s primary customers are households. Breaking this category down further, the company has chosen to target the traditional fast food enthusiast. Also, Subway has targeted non-traditional customers at locations such as convenience stores and truck stops. In 2010, Subways revenues from global sales were 15.2 billion. Subway has around 37,000 stores in 100 countries, 23,334 being U.S. stores and 13,664 being international stores. This means that international stores account for around 36% of Subways sales, and as such international customers do play a role in revenue generation for Subway. (4) Discuss the major determinants of demand for the firm’s primary product. Explain your choice of variables. If necessary, describe how determinants differ across customer segments -- The demand of types of sandwiches depends on the weather and income level of the local community. In winter hot sandwiches including meatballs and chickens along with soups are in most demand while in summer sandwiches like orchard chicken (content: chicken, cranberry, apples, raisins-most of the cold contents) tuna fish and other cold sandwiches are sold more than any others. Also the subways in rich community’s sale diet conscious sandwiches like turkey, Italians, chicken while a highway or area containing...
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...BANGLADESH EDUCATIONAL ASSESSMENT Pre-primary and Primary Madrasah Education in Bangladesh Prepared by: Amr Abdalla, Ph.D. A. N. M. Raisuddin, Ph.D. Suleiman Hussein, M.A. With the assistance of Dhaka Ahsania Mission Photo Credit: Seth Spaulding, Ph.D. Prepared for: Basic Education and Policy Support (BEPS) Activity United States Agency for International Development Contract Number: HNE-I-00-00-0038-00 Creative Associates International, Inc. Prime Contractor July 2004 The content and conclusions of this report are those of the authors and do not reflect the policies and opinions of the United States Agency for International Development (USAID). Pre-primary and Primary Madrasah Education in Bangladesh TABLE OF CONTENTS List of Tables………………………………………………………………………………...…..iii Glossary of Terms……………………………………………………………………………….iv List of Acronyms ........................................................................................................................... v Executive Summary ..................................................................................................................... vi I. Background ........................................................................................................................... 1 A. Alia Madrasahs ................................................................................................................ 2 B. Qawmi Madrasahs...............................
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...leading lodging company based in Bethesda, Maryland, USA, with nearly 3,900 properties in 72 countries. The company operates and franchises hotels and licenses vacation ownership resorts under 18 brands. In January 16th 2014, the Marriott once again was named one of FORTUNE magazine’s “100 Best Companies to Work For”, it has maintained its excellent status of high performance as one of the only 13 companies that have appeared on this list ever since 1998 (Wiggins, 2014) In addition, this luxurious hotel has attracted and held most of its customers, employees and other stakeholders due to its rich commitment to Corporate Social Responsibilities (CSR). The legacy growing deep from its founders hiring a doctor and a surgeon to attend to the associates’ healthcare needs. Back in the years after the Great Depression. Since then, its CSR has grown and evolved powerfully in over the 72 countries. (team, 2014) It is highly competitive over its competitors such as: Starwood Hotels, Hyatt Hotels Corporation, Choice Hotels International, and Intercontinental Hotels among many others. It competes in an industry that is...
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... Toys “R” Us is a leading retailer in toys and baby products. Toys “R” Us provides services to 873 stores in the United States and Puerto Rico and has expanded to over six hundred stores internationally. Toys “R” Us was founded over sixty years ago and have had the goals of being the world’s greatest kids’ brands by supplying a great variety of products while providing resources to keep their customers’ kids safe (Toys “R” Us, Inc., 2011). The planning function of Toys “R” Us, Inc. consists of creating a great environment for its employees by encouraging teamwork and collaboration with the foundation of trust and respect. The toy corporation’s plans for success also involves creating customer satisfaction by ensuring that they have a great experience each time they shop at any of their stores. They also want to ensure that their shareholders are satisfied through the consistency and reliability of their efforts. Toys “R” Us also want to maintain their reputation as a safe and caring neighbor in the communities in which they serve. Toys “R” Us, Inc. prides themselves in upholding their ethical values when running the company and providing their services to their customers, employees, and shareholders. Toys “R” Us ensures that they are sincere in their services and are supplying authentic products for their customers to enjoy. The ethics of the company also falls under being reliable. They also pride themselves on the...
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