...1. What advantages did Lockheed Martin gain by using virtual teams? Explain. The advantages Lockheed Martin gained by using virtual teams are better communications as if the participants were in the same room. Since technology such as electronic white boards were implimented into this project team members could draw pictures or charts as others watched and responded so that everyone that was participating was on the same page. Without these technology advances implimented into this program it would be nearly impossible to complete this project. 2. Identify and discuss potential problems with using virtual teams-for example, interpersonal, technical, or geographical concerns. Potential problems with using virtual teams could consist of miscommunication, technology failure, or unable to recieve information due to the geographical location. Miscommunication can occur due to the impersonaltion of conversation through technology. Due to the impersonalition of communication that occurs through technology there is no way to completely understand messages that are being communicated as well as messages communicated through direct human contact. Technology failure can occur at any place and time and is completely unpredictable. Technological failure can result in loss in information and communication. Certain geographical locations are unable to transmit technology and communicate through technology. In these specific geographical locations there is no resources that make this type...
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...(COMPUTERS AND INFORMATION PROCESSING) STUDENTS IN UiTM TERENGGANU DUNGUN CAMPUS" Merujuk kepada perkara di atas, bersama-sama ini disertakan 2 (dua) naskah Laporan Akhir Penyelidikan bertajuk 'The Effects of Computer Games on the Academic Performance of CSC 134 (Computers and Information Processing) Students in UiTM Terengganu Dungun Campus' oleh kumpulan Penyelidik dari Fakulti Teknologi Maklumat dan Sains Kuantitatif, UiTM Terengganu (kampus Dungun) untuk makluman pihak Prof. Sekian, terima kasih. Yang benar, NOR AZILA AWANG ABU BAKAR Ketua Projek Penyelidikan ii COPYRIGHT © UiTM PROJECT TEAM MEMBERS NOR AZILA AWANG ABU BAKAR Project Leader ................................................: 11 ~ / Sig at t'e . NAZATUL AZLEEN ZAINAL ABIDIN Project Member ~ .............................. . NORLINA MOHD SABRI Project Member ............................................ 1':f?~ Signature iii COPYRIGHT © UiTM . ACKNOWLEDGEMENT First and foremost we thank Allah the Almighty for giving us the strength to complete this research and made this humble effort a reality. Second gratitude goes to those who have contributed towards our understanding and thoughts that have guided us throughout this research. Our sincere appreciation also extends to our colleagues who provided help and encouragements in making this research a success. Lastly, we would like to...
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...IMPACT OF STEALTH TECHNOLOGY ON AIR DEFENCE “Stealth refers to a wide range of steps that can be taken to make aircraft harder to detect. There is a payoff and a price.” - Jay H Goldberg [i] CHAPTER I INTRODUCTION 1. The latest trends in military aircraft manufacturing are towards development and incorporation of technology which can provide with means to avoid detection. This enhances its survivability by reducing its radar signature and hence reducing the possibility of being detected by enemy radars. The degree to which this is achieved differs from aircraft to aircraft. Certain aircraft like the B-2 and F-117 have been manufactured with this technology as the basis and are thus referred to as Stealth Aircraft. In other aircraft, stealth is achieved to a lesser degree but it nevertheless helps them in enhancing their survivability against enemy air defence. The day is not far when this technology is likely to find wide spread use in the field of aviation. 2. The dictionary defines stealth as "evasion of notice". Applied to Aerial Warfare, it implies the ability of an aircraft, or platform, to carry out its mission without being detected. Other terms such as "LO" - low observables, or "RO"- reduced observables, have also been used which imply the same thing. The very concept of 'Stealth' conjures up an image of something moving in secretly without being detected. 'Stealth' technology actually is all about the art of making aircraft, missiles and...
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...ePAPER ON “SUPPLY CHAIN MANAGEMENT IN AEROSPACE INDUSTRY” By- GROUP A3 PGPM1013-006- Anshul Maheshwari PGPM1013-043- Rashmi Ranjan Padhi PGPM1013-060- Vamsi Korlepara PGPM1013-082- Keshav Mishra TABLE OF CONTENTS 1. Cover Page………………………………………………………………………………………………….………….………………………………...1 2. Table of Contents………………………………………………………………………………………….…………………………………………..2 3. Executive Summary………………………………………………………………………………………….……………………………………… 3 4. Introduction……………………………………………………………………………………………………….………………………………………4 5. Aerospace Supply Chain Process………………………………………………………………………….…………………………………….5 6. Description of 5 stages………………………………………………………………………………………….…………………………………..6 7. Global Aerospace Supply Chain……………………………………………………………………………….…………………………………7 8. Sourcing in Aerospace Industry………………………………………………………………………………………………………………8-9 9. Need for Supply Chain in Aerospace Industry……………………………………………………………………………………..10-11 10. Major Aircraft components………………………………………………………………………………………………………………………12 11. Supply chain of Boeing components world wide………………………………………………………………………………………15 12. Criterion for adopting Supply Chain strategies…………………………………………………………………………………….17-18 13. Who does it?.......................................................................................................................................19-20 14. What technology enablers are used?........................................................................................
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...ANALYSIS OF GULF WAR II-LESSONS FOR THE INDIAN ARMED FORCES INTRODUCTION 1. From time immemorial the land known today as Iraq has been the scene of conflict. Iraq has been, not only a strategic highway linking the Eastern Mediterranean lands with those of the Orient, but also the scene of frequent clashes between empires and great powers. It has seldom been the master of its own destiny, and in the numerous conflicts that stud its history, it has more often than not, been a pawn or the prize of other powers seeking regional hegemony. Until the beginning of twentieth century, most conflicts in the region were imperialistic in nature and involved Iraq because of its strategic important position. However, the discovery of vast oil deposits in the region in 1907 added another element to the equation, and conflicts, since have sprung from imperialistic motives as well as from a desire to protect or control sources of much of the world’s most important strategic resource. 2. Iran-Iraq war and the misadventure in Kuwait bear testimony to the misuse of power by Saddam Hussein. Saddam had always been labeled by the West as a producer of weapons of mass destruction. Ultimately a stage had reached where US and UK convinced themselves that Saddam was stockpiling these weapons. They demanded a change of regime and when threats were not taken seriously by Saddam, they launched Operation Iraqi Freedom or Gulf War II, despite all the opposition the world over, to attack and liberate...
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...OVERVIEW UNITED STATES DEPARTMENT OF DEFENSE FISCAL YEAR 2014 BUDGET REQUEST APRIL 2013 OFFICE OF THE UNDER SECRETARY OF DEFENSE (COMPTROLLER) / CHIEF FINANCIAL OFFICER Preface The Overview Book has been published as part of the President’s Annual Defense Budget for the past few years. This continues for FY 2014, but with modifications as proposed by congressional staff. From FY 1969 to FY 2005 OSD published the “Annual Defense Report” (ADR) to meet 10 USC Section 113 requirements. Starting with the President’s FY 2006 Budget, this report was no longer produced. Subsequently, the Overview began to fill this role. This year to ensure compliance with Section 113, new chapters are added to include reports from each Military Department on their respective funding, military mission accomplishments, core functions, and force structure. Key initiatives incorporated in the FY 2014 Defense budget. Our budget is formulated based on aligning program priorities and resources based on the President’s strategic guidance. This year’s budget involves key themes to: achieve a deeper program alignment of our future force structure with resource availability; maintain a mission ready force; continue to emphasize efficiencies by being even better stewards of taxpayer dollars; and continue to take care of our people and their families. Implementing Defense Strategic Guidance. The FY 2014 budget request continues the force structure reductions made in the FY 2013 budget request. Following...
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...Principles of Marketing – MGT301 VU MGT - 301 Lesson – 1 PRINCIPLES OF MARKETING Overview of Course: This subject/course is designed to teach the basic principles of Marketing to diverse audience/students, including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of Marketing whether you intend to work in field of the marketing or not. Marketing is part of all of our lives and touches us in some way every day. To be successful each company that deals with customers on a daily basis must not only be customer-driven, but customer-obsessed. The best way to achieve this objective is to develop a sound marketing function within the organization. To be understandable and lively means that we need to communicate you. We start every chapter with learning objectives. The most important thing you will get out of this course is the basic skills required to succeed in today’s competitive environment. Marketing is defined as a social and managerial process by which, individuals and groups obtain what they need and want through creating and exchanging products and value with others. Marketing is a key factor to business success. The marketing function not only deals with the production and distribution of products and services, but it also is concerned with the ethical and social responsibility functions found in the domestic and global environment. Introduction of Marketing What image comes...
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...ftoc.indd 16 10/10/08 5:17:22 PM SEVENTH EDITION PROJECT MANAGEMENT A Managerial Approach ffirs.indd 1 10/10/08 5:16:30 PM SEVENTH EDITION PROJECT MANAGEMENT A Managerial Approach Jack R. Meredith Broyhill Distinguished Scholar and Chair in Operations Wake Forest University Samuel J. Mantel, Jr. Joseph S. Stern Professor Emeritus of Operations Management University of Cincinnati John Wiley & Sons, Inc. ffirs.indd 3 10/10/08 5:16:35 PM ftoc.indd 16 10/10/08 5:17:22 PM Dedication To Avery and Mitchell, from “papajack.” J. R. M. To Maggie and Patty for their help, support, and affection. S. J. M. VICE PRESIDENT & EXECUTIVE PUBLISHER Don Fowley EXECUTIVE EDITOR Beth Golub ASSOCIATE EDITOR Jen Devine MARKETING MANAGER Carly DeCandia Design Director Harry Nolan SENIOR DESIGNER Kevin Murphy SENIOR PRODUCTION EDITOR Patricia McFadden SENIOR Media editor Lauren Sapira PRODUCTION MANAGEMENT SERVICES Ingrao Associates This book was set in by GGS Book Services PMG and printed and bound by RRD/Willard. The cover was printed by RRD/Willard. This book is printed on acid free paper. Copyright © 2009 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976...
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...Barbarians at the Gateway (and just about everywhere else): A Brief Managerial Introduction to Information Security Issues1 a gallaugher.com case provided free to faculty & students for non-commercial use © Copyright 1997-2009, John M. Gallaugher, Ph.D. – for more info see: http://www.gallaugher.com/chapters.html Draft version last modified: Dec. 7 , 2009 – comments welcome john.gallaugher@bc.edu Note: this is an earlier version of the chapter. All chapters updated Dec. 2009 are now hosted (and still free) at http://www.flatworldknowledge.com. For details see the ‘Courseware’ section of http://gallaugher.com INTRODUCTION LEARNING OBJECTIVES: After studying this section you should be able to: 1. Recognize that information security breaches are on the rise. 2. Understand the potentially damaging impact of security breaches. 3. Recognize that information security must be made a top organizational priority. Sitting in the parking lot of a Minneapolis Marshalls, a hacker armed with a laptop and a telescope‐shaped antenna infiltrated the store’s network via an insecure Wi‐Fi base station. The attack launched what would become a billion‐dollar plus nightmare scenario for TJX, the parent of retail chains that include Marshalls, Home Goods, and T.J. Maxx. Over a period of several months, the hacker and his gang stole at least 45.7 million credit and debit card numbers, and pilfered driver’s license and other private information from an additional ...
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...using the technology of today, in the classroom today The Instructional Power of and How Teachers Can Leverage Them Eric Klopfer, Scot Osterweil, Jennifer Groff, Jason Haas an Education Arcade paper The Education Arcade Massachusetts Institute of Technology Eric Klopfer, Scot Osterweil, Jennifer Groff, Jason Haas © copyright 2009 http://creativecommons.org/licenses/by/3.0 I nt r od uc ti on What is good learning? That may be a subjective question. But it’s likely that many educators would give answers that fall in the same ballpark… …students collaborating and discussing ideas, possible solutions… …project-based learning, designed around real world contexts… …connecting with other students around the world, on topics of study… …immersing students in a learning experience that allows them to grapple with a problem, gaining higher-order thinking skills from pursuing the solution… To many educators, these notions are music to their ears. Would it seem terribly strange then to hear that students indeed are doing these things regularly outside of their classrooms? While Timmy or Susie may not be running home from school saying, “What fun, deeply-engaging learning experience can we do today?”, they are engaging with new technologies that provide them with the same opportunities. Every day, many students are spending countless hours immersed in popular technologies—such as Facebook or MySpace, World of Warcraft, or Sim City—which at first glance may...
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...What Coca-Cola Did Wrong, And Right, In China The company moved very wisely in trying to buy Huiyuan--except when it came to dealing with the government and the law. The Chinese government rejected Coca-Cola's planned $2.3 billion acquisition of the Chinese company Huiyuan Juice, despite Coke's announcement a week earlier that it would commit $2 billion on top of that to expansion in China over the next three years. When the government declared the deal dead, a chill blanketed boardrooms around the world. Is the climate for foreign firms in China cooling? Is protectionism rearing its ugly head? What happened? Retail sales in China are still growing at a double-digit rate despite the global financial turmoil. The country can no longer be considered an emerging market for many brands. It became the largest market in the world for automobiles earlier this year; car sales rose 25% in February after the government started issuing tax rebates for small engines. Companies are getting more and more of their revenues from China; Yum! Brands (nyse: YUM - news - people ) generates about a third of its revenue from its KFC and Pizza Hut sales in China. If the country turned inward, the effect on the bottom-line of businesses from Unilever to General Motors would be huge. However, China's government went to great lengths to indicate that the rejection of the deal was about monopoly, not protectionism. My own observations suggest that local officials throughout the country are green-lighting...
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...SEVENTH EDITION PROJECT MANAGEMENT A Managerial Approach SEVENTH EDITION PROJECT MANAGEMENT A Managerial Approach Jack R. Meredith Broyhill Distinguished Scholar and Chair in Operations Wake Forest University Samuel J. Mantel, Jr. Joseph S. Stern Professor Emeritus of Operations Management University of Cincinnati John Wiley & Sons, Inc. DeDication To Avery and Mitchell, from “papajack.” J. R. M. To Maggie and Patty for their help, support, and affection. S. J. M. VICE PRESIDENT & EXECUTIVE PUBLISHER Don Fowley EXECUTIVE EDITOR Beth Golub ASSOCIATE EDITOR Jen Devine MARKETING MANAGER Carly DeCandia DESIGN DIRECTOR Harry Nolan SENIOR DESIGNER Kevin Murphy SENIOR PRODUCTION EDITOR Patricia McFadden SENIOR MEDIA EDITOR Lauren Sapira PRODUCTION MANAGEMENT SERVICES Ingrao Associates This book was set in by GGS Book Services PMG and printed and bound by RRD/Willard. The cover was printed by RRD/Willard. This book is printed on acid free paper. Copyright © 2009 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc...
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...Abstract Since its inception in the early 1990s, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project has investigated the complex relationship between societal culture and organizational behavior. The focus of this paper is on leadership, specifically what we know and have learned from the GLOBE project so far. Among other findings, we demonstrate that national culture indirectly influences leadership behaviors through the leadership expectations of societies. In other words, executives tend to lead in a manner more or less consistent with the leadership prototypes endorsed within their particular culture. In turn, leaders who behave according to expectations are most effective. We also found that some leadership behaviors are universally effective such as charismatic/value-based leadership; others are much more culturally sensitive such as participative leadership. Finally, we identified truly superior (and also truly inferior) CEOs by the degree to which their behaviors exceed (or fail to meet) their society's expectations. All in all, understanding national culture gives us a heads-up as to which kinds of leadership will likely be enacted and effective in each society. We believe that the GLOBE journey has helped us understand the complex, tricky, and fascinating relationships among societal culture, organizational behavior, and leadership processes. This paper is a celebration of twenty years of collaborative work conducted by more than 200 researchers...
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...Fourth Edition Reframing Organizations Artistry, Choice, and Leadership LEE G. BOLMAN TERRENCE E. DEAL B est- se l l i n g a u t h o rs of LEADING WITH SOUL FOURTH EDITION Reframing Organizations Artistry, Choice, and Leadership Lee G. Bolman • Terrence E. Deal Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-6468600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-7486011, fax 201-748-6008, or online at www.wiley.com/go/permissions. Credits are on page 528. Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read. Limit of Liability/Disclaimer...
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...using the technology of today, in the classroom today The Instructional Power of and How Teachers Can Leverage Them Eric Klopfer, Scot Osterweil, Jennifer Groff, Jason Haas an Education Arcade paper The Education Arcade Massachusetts Institute of Technology Eric Klopfer, Scot Osterweil, Jennifer Groff, Jason Haas © copyright 2009 http://creativecommons.org/licenses/by/3.0 What is good learning? That may be a subjective question. But it’s likely that many educators would give answers that fall in the same ballpark… …students collaborating and discussing ideas, possible solutions… …project-based learning, designed around real world contexts… …connecting with other students around the world, on topics of study… …immersing students in a learning experience that allows them to grapple with a problem, gaining higher-order thinking skills from pursuing the solution… To many educators, these notions are music to their ears. Would it seem terribly strange then to hear that students indeed are doing these things regularly outside of their classrooms? While Timmy or Susie may not be running home from school saying, “What fun, deeply-engaging learning experience can we do today?”, they are engaging with new technologies that provide them with the same opportunities. Every day, many students are spending countless hours immersed in popular technologies—such as Facebook or MySpace, World of Warcraft, or Sim City—which at first glance may seem like a waste of time, and...
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