...Department of Management Personal Effectiveness Certificate of Higher Education in Management/ Funeral Management Draft Module Outline (2015/16) Code: FFMN009H4 Term: Autumn and Spring Day – Autumn Term: Tuesday or Saturday (Bloomsbury) Day – Spring Term: Saturday (Bloomsbury) Time: Weekday Evenings 18:00 to 21:00; Saturdays 10:00 Time: Room(s): TBC Code: {{module code}} Term: {{term}} to 17:00 {{day/s}} 6.00pm to 9.00pm Room: {{room}} Lecturers: Ian Harrison Peter Hirsch Keith Mattacks V1:06/07/2015 Table of Contents Personal Effectiveness – Module Overview............................................................................................ 2 Aims and Objectives................................................................................................................................ 2 Learning Outcomes ................................................................................................................................. 2 Key Readings ........................................................................................................................................... 2 Required Reading................................................................................................................................2 Recommended Reading ...................................................................................................................... 2 Journal Articles....
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...Submitted by :Submitted to: Aisha Rizwan BS(Hons) Management 7th Semester – 2011 – 20-15 | UNIVERSITY OF THE PUNJAB LAHORE INSTITUTE OF ADMINISTRATIVE SCIENCES | | | TABLE OF CONTENT Contents ACKNOWLEDGEMENT 3 EXECUTIVE SUMMARY 4 HISTORY 7 Germany, France, and the Netherlands Lead the Way 7 British Magazines Appear 8 American Magazines 8 Mass-Appeal Magazines 9 The Saturday Evening Post 9 Youth’s Companion 10 Price Decreases Attract Larger Audiences 10 EARLY 20TH -CENTURY DEVELOPMENTS 11 NEWS MAGAZINES 11 PICTURE MAGAZINES 12 INTO THE 21ST CENTURY 12 INFLUENCE OF THE INTERNET ON THE MAGAZINE INDUSTRY 13 ONLINE-ONLY MAGAZINES 13 MAGAZINE-LIKE WEBSITES 15 PRINT MAGAZINES WITH ONLINE PRESENCES 15 PAKISTANI MAGAZINES 17 ENGLISH 18 URDU LANGUAGE 18 URDU MAGAZINES FOR CHILDREN 19 ENTREPRENEURSHIP DEVELOPMENT INSTITUTE 20 INTRODUCTION 21 VISION 21 MISSION 21 PORTFOLIO 22 STARTUP MAGAZINE 22 INTRODUCTION 23 MAGAZINE PROFILE 23 FEATURES 23 CREATIVE BRIEF 24 MEDIA PLAN 27 SITUATIONAL ANALYSIS 28 MARKETING ANALYSIS 28 PRINT MEDIA 28 DIRECT MEDIA 28 SOCIAL MEDIA 29 RADIO AD 29 MEDIA OBJECTIVES 29 MEDIA STRATEGY DEVELOPMENT AND IMPLEMENTATION 29 EVALUATION AND FOLLOW UP 30 PRINT ADS AND ITS DIFFERENT VERSION 31 RADIO ADVERTISEMENT 41 SCRIPT 41 PRINT IS NOT DEAD 42 ACKNOWLEDGEMENT EXECUTIVE SUMMARY EDI is an entrepreneurial company, launched in 2011, with an innovative vision in...
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...facility such as this was unsuccessful due to Canadian regulations prohibiting private-sector MRI. MRI had become increasingly popular, by 2001 there were 18 million MRI procedures performed in the United States. Dr. Syed Haider have appointed David Wright and Kevin Saskiw to address this problem pertaining to the MRI facility and only gave them two days to make recommendations and provide a detailed action plan. As David Wright and Kevin Saskiw, I propose making the necessary adjustments to address the backlog of MRI scans and better manage the bottleneck of the process. The MRI clinic is experiencing problems; the relationship between BCMC and Quinte MRI is in trouble because promised expectations of 2 scans per hour is not met, performance is reduced , productivity is declining and they are at risk of losing their competitive edge. Balancing the process flow will make the operation more effective and manageable. With the process the way it is there are a lot of variability and uncertainties that I will have to contend with. By better managing the scheduling process I will definitely reduce wait times and increase productivity to meet set expectations of two per hour, which gives an output rate of 16 per an 8 hour shift. KEY ASSUMPTIONS • Backlog/ wait time for an appointment is always 14 days per patient. • Receptionist has idle time during an 8 hour shift • The MRI clinic is in operation for 250 days per year. • Scheduled time for any given procedure...
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...Assessment Shouldice Hospital has been devoted to repairing hernias for over half a century. Although the Shouldice system has led to great competitive positioning, the hospital is falling victim to its own success. Demand for Shouldice services is so much higher than its current capacity of 89 beds that it is in a constant state of operations backlog, which grows by 100 patients every 6 months. Thus, Shouldice needs to find a solution to its single most critical question – how to expand the hospital’s capacity while simultaneously maintaining quality control of service delivery. The analysis below is designed to assess the current operations at the hospital, in addition to explaining our recommendation that Shouldice should invest $4MM in a new unit, which will increase bed capacity by 50% and require its surgeons to perform Saturday surgeries. As the financial analysis shows, this change will allow Shouldice to capture unmet demand without compromising its unique system of patient and employee care. Lastly, our recommendation will be also juxtaposed to other options we evaluated as potential solutions, but that neither make financial sense nor solve the current dilemma for the hospital. Hospital Overview Shouldice Hospital is a “focused factory:” a hospital with a specific area of expertise that gives it competitive strength resulting in lower cost, higher quality service for its patients, and better pay for and loyalty from its employees. Specializing...
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...Lancaster University Management School Working Paper 2005/004 New issues in attendance demand: The case of the English football league Simmons, Rob and Forrest, David The Department of Economics Lancaster University Management School Lancaster LA1 4YX UK ©Simmons Rob and Forrest David All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission, provided that full acknowledgement is given. The LUMS Working Papers series can be accessed at http://www.lums.co.uk/publications/ LUMS home page: http://www.lums.lancs.ac.uk/ NEW ISSUES IN ATTENDANCE DEMAND: THE CASE OF THE ENGLISH FOOTBALL LEAGUE David Forrest* University of Salford Rob Simmons** Lancaster University November 2004 *School of Accounting, Economics and Management Science, University of Salford, Salford M5 4WT, e-mail: d.k.forrest@salford.ac.uk. Phone: 0044 (0)161 295 3674, Fax: 0044 (0)161 295 2130. **(Corresponding author) Department of Economics, The Management School, Lancaster University, Lancaster LA1 4YX, e-mail: r.simmons@lancaster.ac.uk. Phone 0044 (0)1524 594234, Fax 0044 (0)1524 594244. Acknowledgement We are grateful to two referees, Tunde Buraimo and participants at the Applied Econometrics Association, Football’s Econometrics Conference, in Patras, Greece, for helpful comments on an earlier draft. 1 ABSTRACT This paper uses an attendance demand model with panel data on over 4,000 games to examine economic problems of fixture congestion in...
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...(programme coordinator): ‘No performances have been planned for 11 and 12 March 2000, a weekend. Since he is one of the best known Dutch comedians, we thought Tom Hek might be willing to give two more performances at our theatre. But he thinks the five performances planned for May 2000 are sufficient proof of his love of Groningen. Well, I have just been told by a theatrical agency that a Latvian company is going to stage the operetta ‘Der Bettelstudent’ in the Netherlands in March 2000. The agency is asking €22,500,- for two performances – on Saturday and Sunday. I think we should accept this offer. We could price our tickets at €25 each and if each performance draws an audience of 450, we will break even. Just do your sums: 2 x 450 x €25 = €22,500,-’. Jan Dekker (controller): ‘But we had set aside that weekend in March for a big overhaul of the theatre. The theatre is pretty booked up for that period and the technical staff wants to carry out various small repairs’. Karin: ‘Come on Jan, surely you would not leave the theatre empty for a weekend during the high season?’. Jan: ‘Karin, there is something else to consider. We probably would not sell much more than 450 tickets per performance, although I believe we must make a sizeable sum out of that sort of performance’. Harm van Tol (director): ‘I think Jan has a valid point there. Operettas must bring in a good deal of money to cover deficits caused by less marketable performances. But leaving that aside, we have...
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... [pic] Shouldice Hospital has been devoted to repairing hernias for over half a century. Although the Shouldice system has led to great competitive positioning, the hospital is falling victim to its own success. Demand for Shouldice services is so much higher than its current capacity of 89 beds that it is in a constant state of operations backlog, which grows by 100 patients every 6 months. Thus, Shouldice needs to find a solution to its single most critical question – how to expand the hospital’s capacity while simultaneously maintaining quality control of service delivery. The analysis below is designed to assess the current operations at the hospital, in addition to explaining our recommendation that Shouldice should invest $4MM in a new unit, which will increase bed capacity by 50% and require its surgeons to perform Saturday surgeries. As the financial analysis shows, this change will allow Shouldice to capture unmet demand without compromising its unique system of patient and employee care. Lastly, our recommendation will be also juxtaposed to other options we evaluated as potential solutions, but that neither make financial sense nor solve the current dilemma for the hospital. Hospital Overview Shouldice Hospital is a “focused factory:” a hospital with a specific area of expertise that gives it competitive strength resulting in lower cost, higher quality service for its patients, and better pay for and loyalty from its employees. Specializing in...
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...Science October, 2008 A Cross-cultural Study of Daily Communication between Chinese and American -- From the Perspective of High Context and Low Context Jianeng Wang Foreign Languages College, Zhejiang Gongshang University, Hangzhou 310018, China E-mail: jianeng101@163.com Abstract In cross-cultural communication, ignorance of contexts usually leads to misunderstanding and conflicts. Based on Edward. T. Hall’s notion of high-context and low-context, this paper aims to generalize the basic distinctive characteristics of the two contexts by analyzing the actual cases in daily communication between American and Chinese. This paper also tries to conclude some tips for communication crossing the two contexts in accordance with the case analysis. Keywords: High-context, Low-context, Communicatio, Culture 1. About Hall’s high-context and low-context Context is important in all communication, but it is relatively more important in some situations than in others. There are also significant differences across cultures in the ways and the extent to which people communicate through context. One of the main distinctions between cultures has been the notion of high and low context cultures, proposed by the American anthropologies Edward. T. Hall in his 1976 classic, Beyond Culture (Hall, 2000). 1.1 What is high/low-context? Edward T. Hall has described cultural differences in the use of language and context in communication. He calls communication that occurs mostly through language low...
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...‘night works, weekend work and long shifts during peak periods’ (ILO, 2008). In practice, unsociable hours have been defined as anytime outside 9am to 5pm Monday (Dawkins, 1985). Traditionally, penalty payments were defended on the grounds that work at "socially unacceptable" times needs to be compensated. This was most obvious with respect to work on Sundays, the traditional day of rest in Christian societies, but this became a principle extended to Saturdays and evenings. (Visontay, 2011). Factors considered in defending penalty rates include the effects on religious, social and family life; lack of access to public transport, and the harmful health consequences of night work (The Sydney Morning Herald, 2013). The world today, however, is very different to the one in which these arguments were conceived. This paper defends the abolition of penalty rate wage outside Monday-Friday and it presents a series of reasons to support why eliminating them will provide a positive contribution to the economy. Explanation and Analysis...
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...more about Club IT’s operations, we stayed until the 2:00 a.m. closing this morning to see how everything was tallied and accounted at the end of a business day. Although it was a late night and we had to wake up early this morning to report back to work, we now have a better understanding of the daily business cycle at Club IT. Lisa asked me for suggestions on how to use club and public resources to keep Club IT’s edge as the high-energy, high-impact club it strives to be”.(Wiley, 2009) “Lisa and Ruben have just completed extensive remodeling of the interior of Club IT and are pleased with the results. The club’s tall ceilings and high-energy lighting creates an ambience of fun and liveliness. They hire live bands on Fridays and Saturdays and have a live DJ Tuesdays through Thursdays; the club is closed on Sundays. The DJ uses a collection of MP3 playlists, including hip-hop, techno, and electronic with some Top 40s thrown in.”(Wiley,...
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...approximately 6,000 calories a week. Jamila will need to work out twice a day to achieve this goal. In the morning, Jamila will start with an active stretch before she starts her cycling class. She will burn approximately 150-180 calories from actively stretching (Rifkin, 2011). Then she will take a cycling class for 30 min. She will burn approximately 400 calories from this class. In the evening her workout routine will consist of various workout routines. Before Jamila starts her workout routine in the evening she will need to stretch. Jamila will get the ultimate stretch by participating in 30 minutes of hot yoga. She will burn approximately 350-400 calories from hot yoga (Gronot, 2011). Then Jamila will run on the treadmill for approximately 60 minutes. If she runs at approximately 9 mph she will burn approximately 1,020 calories (Weeks, 2011). Once she has completed her running she will stretch out her running muscles to ensure she does not get sore. During her stretching routine she will burn approximately 150-180 calories (Rifkin, 2011). She will do these workouts everyday M-F. On Saturday she will incorporate weight training instead of cycling in the morning. This will allow for muscle growth to occur slowly so she can continue to lose weight and not gain muscle mass. On Sunday Jamila will rest to let her body recuperate for the next week. The items listed above are an example of a program for Jamila. The items listed below may change to incorporate a more realistic approach...
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...SPE WORKSHOP “Addressing the Petrophysical Challenges Relevant to Middle East Reservoirs” 28 – 30 October 2013 Amwaj Rotana Hotel Jumeirah Beach Residences | Dubai, UAE Dear Delegate, On behalf of the Steering Committee of “Addressing the Petrophysical Challenges Relevant to Middle East Reservoirs”, I am delighted to confirm your registration to participate in this key industry event. Enclosed please find the following: 1. 2. 3. 4. 5. 6. 7. General Information Hotel Booking Form (Attached) Visa Application Form (Attached) Visa Requirements (Attached) Guidelines for SPE Workshop Workshop Tentative Timetable Technical Posters Please take the time to read the enclosed information carefully and do not hesitate to contact me on aprathap@spe.org should you have any questions. Please note that detailed guidelines will be sent to Discussion Leaders, Speakers, Poster Presenters and Committee Members in a separate email. Yours sincerely, Aswathy Prathap Aswathy Prathap Senior Event Assistant SPE Middle East DMCC SPE WORKSHOP “Addressing the Petrophysical Challenges Relevant to Middle East Reservoirs” 28 – 30 October 2013 Amwaj Rotana Hotel Jumeirah Beach Residences | Dubai, UAE GENERAL INFORMATION Hotel Accommodation and Visa: This is a non-residential workshop. Hotel accommodation is not included in your registration fee. However, an SPE rate has been negotiated with Amwaj Rotana Hotel, Dubai for this workshop. All details are attached herewith, along with the hotel booking...
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...Dancing with the Stars Academy Glenda E. Ortega ECO/561 October 26, 2015 Prof. Seyed Baladi Dancing with the Stars Academy The author is a business consultant that provides expert advice to entrepreneurs. One of those entrepreneurs is an experienced dancer and performer, Jennifer Camacho. Jennifer has been a successful performer for many years, winning international awards and recognition. She believes this is the time for her to expand her horizons and become a business owner. Her idea is to open Dancing with the Stars Academy, where she will be teaching dance to adolescents and young adults. This paper describes the economic considerations related to Jennifer’s dance academy. The Business and Its Competitors Dancing with the Stars Academy will be located in Miami, Florida. Jennifer plans on teaching tango, salsa, rumba, samba, foxtrot, and hip-hop. Research indicates there are approximately eighteen other dance studios in the Miami area. Of these, eight teach the same dance rhythms Jennifer will focus on (Dance Empire, 2015). Many of the dancing studios in the area are differentiated by the type of dance they teach, the type of competitions they attend, the success they achieve at these competitions, the tours they are invited on, and the previous success of the leading instructor. Getting into the market is extremely easy as a dance teacher does not have to own a space but merely rent a location from an existing studio (Rizzuto, 2013). In order to be successful one...
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...INTRODUCTION Objective: * To study and understand the Segmenting, Targeting & Positioning and the Price Sensitivity of cinema goers in Ranchi. * To understand the theoretical concept & it’s application to practical world. * For partial fulfillment of Masters Degree in Management. Scope: * Study is limited to the fulfillment of academic purpose only. * Help to understand the applicability of theory in cinema hall business to some extent. Limitation: * Study is based on secondary data thus only had limited scope. * Dummy used to establish the concept of the study, thus had limitations. Methodology: * The study is based on secondary data. * Most of the facts are assumed on the basis of data received from various secondary sources. BUSINESS OVERVIEW Film Exhibition Industry Film exhibition, which involves the exhibiting of movies in cinemas. The Indian film exhibition sector can be divided into two segments: single and double-screen cinemas and multiplex cinemas, i.e., a cinema complex with three screens or more. Indian media and entertainment industry is one of the fastest growing sectors with a market size of Rs 584 billion in 2008, recording a growth of 12.4 per cent and projected to reach Rs 1052 billion by 2013 India is the highest producer and consumer of filmed entertainment. The cinema exhibition industry in India is growing at 10% per annum driven by multiplexes, which are expanding rapidly in major metropolitan...
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...scientific study of thinking, emotion, and behavior. This course introduces students to the diverse research areas of psychology such as psychobiology, motivation, learning, cognitive and social processes, personality, and abnormality, emphasizing empirical findings of the discipline. It is recommended that students have a COMPASS test reading score > 80 (College Reading). General Education Core Objectives: This course is an approved General Education core class, and meets the following core objectives: |Critical Thinking |the ability to think using analysis, synthesis, evaluation, problem solving, judgment, and the | | |creative process | |Communication |the ability to develop, support, and appropriately communicate ideas through speech, writing, | | |performance, or visual media | |Quantitative Reasoning |the ability to calculate, measure, analyze data | |Information Literacy |the ability to locate, understand, assess, and synthesize information in a technological driven | | |society | |Personal Responsibility|the ability to...
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