...Dead on Target (Hardy Boys Casefiles, Case 1) by Franklin W. Dixon Edge Of Your Seat Suspence! The Hardy Boys tangle with an international terrorist killer and a secret government agency called the Network. Personal Review: Dead on Target (Hardy Boys Casefiles, Case 1) by Franklin W. Dixon "Dead on Target" was the beginning of a new era for the Hardy Boys. This is the first volume of the new (in 1991) series "The Hardy Boys Casefiles", and it is a more adult and action packed series than the original series. This is never more evident than the first two pages of the book. Whereas the original series (started in 1927 and it is still running today) would have various plots by criminals, nobody ever seemed to get killed or nothing too serious would ever happen, but "Dead on Target" opens with the killing of Joe Hardy's girlfriend (and sister of good friend Chet) Iola Morton. For a series that has been known for its lack of actual murders of any on screen character, this was a shocking and explosive (no pun intended as it was by a bomb that killed Iola) moment. It marked the different direction that the Casefiles would take the reader, as well as the Hardys, on. A car bomb was the cause of death for Iola Morton. Frank and Joe, as well as Iola and Frank's girlfriend Callie Shaw, were at the mall preparing for a political rally. Iola ends up returning to the Hardys' car to pick up more campaign materials when it explodes, killing her. Joe blames himself because his flirting...
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...COMMITMENT AND REVIEW FORM Name of Employee: CARLITA P. CURADA Name of Rater: FERDINAND A. LAGRADA, Ph.D. Position: Teacher I Position: PRINCIPAL III Review Period: ______________________ Date of Review:_______________________ Division: PUERTO PRINCESA CITY TO BE FILLED IN DURING PLANNING | TO BE FILLED DURING EVALUATION | MFOs | KRAs | OBJECTIVES | TIMELINE | WEIGHT per KRA | OUTPUT | PERFORMANCE INDICATORS(Quality, Efficiency, timeliness) | ACTUAL RESULTS | RATING | SCORE | ten | Teaching-Learning Process(40%) | 1.Prepared 40 appropriate instructional materials for 48 kindergarten pupils within the rating period.2. Delivered and Completed 80% of learning competencies through having functional daily work period plan within the rating period3. Formulated 10 classroom rules and guidelines from June to March4. Monitored attendances, diversity appreciation, safe, clean and motivating environment. | June, 2014 to March, 2015June, 2014 to March, 2015June, 2014 to March 2015June, 2014 to March, 2015 | 15%5%5%15% | Instructional MaterialsDaily Lesson LogsWritten Rules and GuidelinespicturesSchool Form 2 Segregated Garbage, Clean EnvironmentPictures | 5- 130% and above of the target was attained4-115-129% of the target was attained3- 100% -114% of the target was attained2- 51-99% of the target was attained1- 50% of the target was attained5- 130% and above of the measurable learning competencies of the target was attained...
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...1. Introduction 1 1.1. About ISO 9000 1 1.2. Purpose of internal quality audit 1 1.3. Report structure 1 2. Audit review 2 2.1. Non-compliances 2 2.1.1. Case study 2 – Service and parts processes 2 2.1.2. Case study 3 – QMS manual 3 2.2. Potential for improvement 4 2.2.1. Case study 2 – Service and parts processes 4 2.2.2. Case study 3 – QMS manual 5 2.3. Good practice 5 2.3.1. Case study 2 – Service and parts processes 5 2.3.2. Case study 3 – QMS manual 6 3. Summary 8 4. Appendix 11 Introduction About ISO 9000 ISO 9000 is a family of international standards related to quality management systems (QMS) that facilitates mutual understanding across domestic and international trade. The standards are published by the International Organization for Standardization and available in the UK through the British Standard Institute. ISO 9000:2008 sets down the principles behind the quality management and specifies the QMS terminology, thus forms the basis for the standards within the ISO 9000 family. ISO 9001:2008 specifies the requirements for a QMS an organisation has to fulfil to meet the standard. ISO 9004:2008 provides guidelines for a QMS that aim to improve the performance of the organisation and the satisfaction of both stakeholders and customers. ISO 9000 represents an international consensus on good quality management practices and can be understood as a generic framework to manage a business’ processes to deliver superior quality...
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...4 int Po ing g urn etin f T rk s o ma l rie se ocia a in on s rth ces u Fo our res The Manager’s Guide to Social Marketing Using Marketing to Improve Health Outcomes from the Social Marketing National Excellence Collaborative THE MANAGER’S GUIDE TO SOCIAL MARKETING The Manager’s Guide to Social Marketing is one of several social marketing resources available for public health professionals from Turning Point, and the Turning Point Social Marketing National Excellence Collaborative, funded by The Robert Wood Johnson Foundation. It is intended as a stand-alone tool to help you apply effective social marketing to your public health programs and practices. It may be integrated with other social marketing resources, many of which are available free of charge. Visit www.turningpointprogram.org or check the More Resources For You section at the end of this publication for more information. Acknowledgements The Manager’s Guide to Social Marketing was developed under the auspices of the Turning Point Social Marketing National Excellence Collaborative, one of five national collaboratives working to strengthen and transform public health as part of the Turning Point Initiative. Seven states and two national partners participated in this project: Illinois, Ohio, Maine, Minnesota, New York, North Carolina, Virginia, the Association of State and Territorial Health Officials, and the Centers for Disease Control and Prevention. The Robert Wood Johnson Foundation provided...
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...MERGERS AND ACQUISITIONS LITERATURE REVIEW LUKE WALTON Table of Contents Abstract 3 Introduction 3 Background and motivation 3 Objective or aim of this literature review 4 Findings from current available literature 4 Issues from current research 5 Contribution to current literature and stakeholders 5 Section One 6 Motivation of M&A’s 6 Synergy 6 Agency theory 7 Hubris 7 Relationship between motives and financing 8 Section Two 9 Payment methods 9 Financing hierarchy vs. market conditions 9 Differing views on leverage 10 Valuation and the agency problem 10 Managerial ownership 11 Section Three 12 Performance of mergers and acquisitions 12 Performance indicators 12 Methodology 13 Profitability 13 Performance due to the motivation 14 Conclusion 15 Summary and findings 15 Areas of future research 17 Qualitative research in M&A’s 17 Decision making process for methods of payment 17 Unified methodology in determining M&A performance 17 References 19 Abstract Mergers and acquisitions have become a common practice for firms as a mean to expand and increase profitability. Existing evidence is still unable to strongly determine what factors make a successful M&A due to inconsistency in data and findings. This paper aims to provide an insight to the steps included in the M&A process by comparing existing literature and hopes to suggest key determinants of a successful M&A transaction. Evidence shows...
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...Key Targets for Executive Agencies: A Guide November 2003 Setting Key Targets for Executive Agencies: A Guide November 2003 © Crown copyright 2003 Published with the permission of HM Treasury on behalf of the Controller of Her Majesty’s Stationery Office. The text in this document (excluding the Royal Coat of Arms and departmental logos) may be reproduced free of charge in any format or medium providing that it is reproduced accurately and not used in a misleading context. The material must be acknowledged as Crown copyright and the title of the document specified. Any enquiries relating to the copyright in this document should be sent to: HMSO Licensing Division St Clements House 2-16 Colegate Norwich NR3 1BQ Fax: 01603 723000 E-mail: hmsolicensing@cabinet-office.x.gsi.gov.uk HM Treasury contacts This document can be accessed from the Treasury Internet site at: www.hm-treasury.gov.uk For further information on the Treasury and its work, contact: Correspondence and Enquiry Unit HM Treasury 1 Horse Guards Road London SW1A 2HQ Tel: 020 7270 4558 Fax: 020 7270 4574 E-mail: public.enquiries@hm-treasury.gov.uk ISBN: 0-947819-69-X C ONTENTS Page Preface 3 Executive Summary 5 Chapter 1 Introduction 7 Chapter 2 The Purpose of Targets 9 Chapter 3 Principles for Agency Target Setting 11 Chapter 4 The Strategic and Organisational Context 15 Chapter 5 Different Types of Target 25 ...
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...B2GLOBAL PROGRAMME BTEC LEVEL 5 HND DIPLOMA IN BUSINESS UNIT SYLLABUS |Assignment Due: | |. Assignment 1: Slot 10 | |. Assignment 2: Slot 38 | |The student must pass these Assignments to pass the course | |Unit Title: |Business Strategy | |Unit Code |A/601/0796 | |QCF level |5 | |Credit value |15 credits | |Pre-requisite | | |Instructor | ...
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...Service Level Agreement 10/10/2013 Document Control Preparation |Action |Name |Date | | | | | Release |Version |Date Released |Change Notice |Pages Affected |Remarks | | | | | | | | | | | | | | | | | | | Distribution List |Name |Organization |Title | | | | | | | | | | | | ...
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...Human Rights and the Millennium Development Goals in Practice: A review of country strategies and reporting UNITED NATIONS Human Rights and the Millennium Development Goals in Practice: A review of country strategies and reporting UNITED NATIONS New York and Geneva, 2010 Note The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries. Symbols of United Nations documents are composed of capital letters combined with figures. Mention of such a symbol indicates a reference to a United Nations document. HR/PUB/10/1 © 2010 United Nations All worldwide rights reserved Credits Photographs: Goal 1: photo by Adam Rogers/UNCDF; Goal 2: © International Labour Organization/ G. Cabrera; Goal 3: photo by Adam Rogers/UNCDF; Goal 4: © UNICEF Armenia/2007/Igor Dashevskiy; Goal 5: © International Labour Organization/E. Gianotti; Goal 6: © World Lung Foundation/ Thierry Falise; Goal 7: © International Labour Organization/M. Crozet; Goal 8: © International Labour Organization/M. Crozet. About the publication This publication builds on a series of country and thematic background studies commissioned for the regional “Dialogues for Action: Human Rights and MDGs”, which took place in...
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...rP os t W15151 PERFORMANCE MANAGEMENT SYSTEM AT ATTOCK REFINERY LIMITED op yo Dr. Sadia Nadeem and Ruhma Islam wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2015, Richard Ivey School of Business Foundation Version: 2015-05-05 In today’s highly competitive and performance driven business climate, both globally and locally, we cannot afford to rest on our laurels. Our highly professional and dedicated human resources [team] works in a culture supportive of openness, fairness, meritocracy, team knowledge sharing and innovation in the relentless pursuit of continual improvement and achieving excellence. — M. Adil Khattak, chief executive officer, Attock Refinery Limited tC After attending the management committee meeting in November 2013 at the company...
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...Fda Business Management Year 2 Performance Management BS203 Ian Spruce An appraisal is a tool which is used by many, if not all, businesses which helps review each employee’s progress and overall job role for the company. The use of an appraisal can help communicate the businesses corporate objectives to the employee explaining what these objectives are, how they affect the business and how the employees can reflect on and enable these objectives to be met. The understanding of these and communication of these goals can be used as an indicator of what individual goals and objectives need to be set for each staff member. The overall intention of an appraisal is to help individuals move forward and progress and voice any problems that could be occurring from both sides of either management or the employee. The form of an appraisal will often adopt Demings’ cycle of; plan, act, monitor, review. (Deming, PDCA cycle) This theory relates to the progression of employees and the process that is often used in appraisals. The use of appraisals is a tool which is used within performance management. Performance management is the overall management that reviews and oversees the performance of employees and ensures that goals and objectives are met. An appraisal is a key tool in performance management to help ensure that these goals and plans are met. The use of an appraisal can often cause a difference in opinion; some dread the bureaucratic process whereas some believe that...
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...Unit 16 - P5/M3/D2 In this assignment I will report on employees working at Tesco, and analyse how Tesco look at their employees and review their performance and then go on to see how they manage them. This is so carried out so they can get the best performance out of the employees because different employees within the business need different ways of managing them. This leads on to the performance improvement of the employee, the measures leading companies use to effectively manage employee development, rewards/recognition, recruitment/selection, and employee satisfaction and morale amongst employees. Case Study on how Tesco Measure and Manage a performance of an employee Tesco is an international expanding retail company and for them to remain one of the best they must manage their staff successfully. Also they need to measure how well they are performing as an employee, this not only benefits Tesco with their sales but also the employee can see what areas they are exceeding at and where they are not exceeding in. There are many methods in performance management that Tesco take upon the development of a succcessful performance management system with the employees. Tesco believes that an employee must have a clear work plan of objectives that are linked with the goals of the company. Measurements and targets are used to assure whether an objective has been achieved for example; has the employee reached their sales total of the day. The outcome of this method is a positive...
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...3PRM F306A CIPD Assessment Activity Template |All activities should be completed |Assessment Criteria | | | | |Activity 1 | | |In pairs or small groups, research and discuss answers to the following. Then provide written individual responses, | | |in your own words, to each question. | | | |1.1 | |Explain at least 2 purposes of performance management and its relationship to business objectives. | | |Identify 3 components of performance management systems. |1.2 | |Explain the relationship between motivation and performance management, referring to at least 2 motivational theories.|1.3 | |Identify 2 purposes of reward within a performance management system. | | |Describe at least 3 components...
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...BS3102 – Financial Management Lecturer: Anh Tran Coursework 1 – Case 5 – 24/11-‘13 Andre Deimling Arman Gabass Carl Dahl Enrico Mellis Philip Koenig BS3102 – Financial Management Lecturer: Anh Tran Coursework 1 – Case 5 – 24/11-‘13 Andre Deimling Arman Gabass Carl Dahl Enrico Mellis Philip Koenig General Electric’s Proposed Acquisition of Honeywell General Electric’s Proposed Acquisition of Honeywell Investment Decisions Analysis of Investment Decisions Analysis of Table of Contents Executive Summary 2 Strategic Considerations 4 Political Complications 4 Personalities Involved 4 Valuation Methods 5 Early Closing of Positions 6 Situation Analysis 6 Investments Effects on Closing Positions on the 1st March 2001 7 Late Closing of Position: 8 Investments Effects on Closing Positions after the 1st July 2001 8 Arbitrage Spread 9 Conclusion 11 Executive Summary The proposed merger between General Electric (GE) and Honeywell has been praised by the Companies and up until 1st of March 2001 been called “the cleanest deal you’ll ever see” by Welch, CEO of GE. On the 1st of March the antitrust regulator, The European Commission (EC), announces that they will perform a full review over the potential merger. If GE were to acquire Honeywell, they could become a dominant player in the Aerospace industry. This fact is underlying reason for EC’s review as their main objectives are to prevent market dominance, as effects of un-proportional...
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... 7 To improve the working habits of the employees. 2 Scope This policy is applicable to all regular employees of the Organization. 3 Accountabilities 4.1 The Vice Chancellor (VC)/Executive Director (ED) – Based on the five years plan shall ascertain the key result areas for the year. 4.2 Deans shall ascertain their individual faculty’s contribution to achieve the key result areas set by the VC/ED and shall be responsible for the development of Faculty/SU objectives based upon organizational objectives set by the VC/ED. 4.3 Managers/departmental heads shall be responsible for their team’s performance objectives & targets. 4.4 Every employee to whom this policy is applicable shall set his/her objectives & targets, get approved by their supervisors and to participate in the periodic review of their...
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