...TOEFL Secrets Your Key to TOEFL Success From the desk of Tom Paulson, Director of Test-Taking Strategy at TOEFL Secrets, May 5, 2002Dear future TOEFL Success Story: Congratulations on your purchase of the most advanced test-taking manual for the TOEFL. Notice I did not say study guide- there are plenty of decent study guides on the market, but that was not our objective in writing this manual. Our goal is to seek and exploit specific weaknesses in the TOEFL assessment, and then share those secrets with our customers. Let’s be perfectly honest here- you’ve worked hard enough in the past, and if you want to spend hours in a study guide to boost your score, that’s a great thing to do. In fact, we recommend at least a brief review of some of the better study guides on the market. But that’s simply not enough to do well in the high-pressure high-stakes environment of the test day. How well you do on this test will have a significant impact on your future- and we have the research and practical advice to help you execute on test day. The product you’re reading now is much more than a study guide- it is a tactical weapon designed to exploit weaknesses in the test itself, and help you avoid the most common errors students make when taking the TOEFL. How to use this manual We don’t want to waste your time. This manual is fast-paced and fluff-free. We suggest going through it a number of times, trying out its methods on a number of official practice tests. First, read through the...
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..._Jelm Case 2: Ryanair 1-1-2011 Case 2: Ryanair Authors: Place: Leeuwarden Date: 22th of December2011 School: Education: Module: Strategic Management Year: 3 Version: 1 Word count Core text: 9706 Total: 7932 Table of content Preface 5 1. Summary of Ryanair 6 2. Problem statement 7 3. Corporate Strategy 8 3.1 Strategic development 8 3.1.1 Intended Strategy 8 3.1.2 Emergent Strategy 8 3.1.3 Strategic Lenses 8 4. Organizational Environment 9 4.1 PESTEL Framework 9 4.2 The Five Forces framework 12 5.2.1 The threat of entry 12 5.2.2 The threat of substitutes 12 5.2.3 The power of buyers 12 5.2.4 The power of suppliers 12 5.2.5 Competitive rivalry 13 5. Strategic capability 14 5.1 DuPont Analysis 14 5.2 Robustness 16 6. Competitive Strategy 18 7. Strategic Purpose 20 8. Business Economic Analysis 23 8.1 Liquidity 23 8.2 Solvability 23 8.3 Profitability 24 8.4 Efficiency 24 9. SWOT analysis 25 9.1 SWOT of Ryanair 25 9.1.1 Strengths 26 9.1.2 Weakness 26 9.1.3 Opportunities 26 9.1.3 Threats 26 10. TOWS Analysis 27 11. Alternative courses of action 28 12. Decision and Reasoning 29 9.1 Top 2 Alternatives 29 13. Implementation 30 Literature 31 Figure list 33 Preface The following report is written on behalf of the module Strategic Management, by students of Leisure Management. The case to write this report is “Ryanair” and the strategies that...
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...The Grand Design ALSO BY STEPHEN HAWKING A Brief History of Time A Briefer History of Time Black Holes and Baby Universes and Other Essays The Illustrated A Brief History of Time The Universe in a Nutshell FOR CHILDREN George’s Secret Key to the Universe (with Lucy Hawking) George’s Cosmic Treasure Hunt (with Lucy Hawking) ALSO BY LEONARD MLODINOW A Briefer History of Time The Drunkard’s Walk: How Randomness Rules Our Lives Euclid’s Window: The Story of Geometry from Parallel Lines to Hyperspace Feynman’s Rainbow: A Search for Beauty in Physics and in Life FOR CHILDREN The Last Dinosaur (with Matt Costello) Titanic Cat (with Matt Costello) The Grand Design The Grand Design The Grand Design The Grand Design Copyright © 2010 by Stephen W. Hawking and Leonard Mlodinow Original art copyright © 2010 by Peter Bollinger All rights reserved. Published in the United States by Bantam Books, an imprint of The Random House Publishing Group, a division of Random House, Inc., New York. Cartoons by Sidney Harris, copyright © Sciencecartoonsplus.com BANTAM BOOKS and the rooster colophon are registered trademarks of Random House, Inc. eISBN: 978-0-553-90707-0 www.bantamdell.com v3.0 The Grand Design The Grand Design The Grand Design The Grand Design E EACH EXIST FOR BUT A SHORT TIME, and in that time explore but a small part of the whole universe. But humans are a curious species. We wonder, we seek answers. Living in this vast world that...
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...Fundamentals of Business Process Management Marlon Dumas r Marcello La Rosa Jan Mendling r Hajo A. Reijers Fundamentals of Business Process Management r Marlon Dumas Institute of Computer Science University of Tartu Tartu, Estonia Marcello La Rosa Queensland University of Technology and NICTA Brisbane, Australia Jan Mendling Institute for Information Business Vienna University of Economics and Business Vienna, Austria Hajo A. Reijers Department of Mathematics and Computer Science Eindhoven University of Technology Eindhoven, The Netherlands ISBN 978-3-642-33142-8 ISBN 978-3-642-33143-5 (eBook) DOI 10.1007/978-3-642-33143-5 Springer Heidelberg New York Dordrecht London Library of Congress Control Number: 2013932467 ACM Computing Classification (1998): J.1, H.4, H.3.5, D.2 © Springer-Verlag Berlin Heidelberg 2013 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for...
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...FOREWORD At no time during the last three or four decades have the communication skills of individuals in the business world come under closer scrutiny than today. And never before have those who work in the business world needed better, more effective communication skills. The emerging technology appears to be increasing, rather than decreasing, the need for effective communication skills. As more individuals have ready access to desk-top equipment to process written communication, fewer support personnel will be readily available to provide editing assistance. Therefore, welldeveloped communication skills among originators are more important to success than ever before. This book is suitable for several different audiences, including undergraduate and graduate students. The organization of this manual is a logic sequence of chapters including both business communication and correspondence. The first part is dedicated to business communication and the second to business correspondence. The special features found in this edition are: 1. Examples of effective letter writing. Studies have shown students studying written business communication can learn as much, if not more, from ineffective examples of written communication as they do from effective examples. 2. Varied application problems in the writing-oriented chapters. The number of problems has been increased. While the majority of problems require the writing of a letter or report, some are designed...
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...! ! ! ! ! ! ! ! ! ! ! ! ! AppleHotel& !! ! ! ! ! ! Proyecto de Viabilidad Em ! ! ! ! AppleHotel Área de Márke ! ! Eva!Vazquez!Docarme! Mind!Of!The!Consumer! Assessment!1! APC!–!York!Campus! ! CHAPTER!1:!INTRODUCTION! CHAPTER!2:!THE!!APPLE!WORLD! CHAPTER!3:!MARKET!SEGMENTATION.!TARGET!AUDIENCE! CHAPTER!4:!PRODUCT!POLICY! CHAPTER!5:!PRICE!POLICY! CHAPTER!6:!PLACE!POLICY! CHAPTER!7:!PROMOTION!POLICY! CHAPTER!8:!BUDGET! ! CHAPTER 1. INTRODUCTION El mundo Apple The!AppleHotel!will!be!born!as!an!extension!of!the!brand!Apple.!It!will!be!a!4Ystar!hotel!business!located!in! the! centre! of! Sydney,! a! city! that! is! well! communicated! and! has! bet! for! an! innovative! architecture.! Our! advantages!are!the!competitive!services!and!facilities!to!enable!saving!unnecessary!timeouts,!something!that! our!business!guests!will!appreciate!a!lot.!! CAPÍTULO 4. EL MUNDO APPLE The! architecture! and! design! of! the! hotel! is! minimalist,! inspired! by! the! Apple! Store.! In! Overall,! counters! TECNOLOGÍA E INFORMÁTICA disappear,!giving!an!open!space!and!staff!uniforms!not!to!be!conventional,!giving!a!casual!look.!Regarding! services,!noting!that!you!can!checkYin!from!the!website!of!the!hotel!and!access!to!any!service!through!iPads! No podemos negar la evidencia de que la tecnología es una ciencia en pleno crecimiento y to!the!room,!thanks!to!applications!designed!for!it.!! en la vida de cualquier persona. que...
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...A R T I C L E www.hbr.org THINKING ABOUT … The Hidden Traps in Decision Making by John S. Hammond, Ralph L. Keeney, and Howard Raiffa Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work The Hidden Traps in Decision Making Further Reading A list of related material, with annotations to guide further exploration of the article’s ideas and applications 2 11 Product 5408 THINKING ABOUT … The Hidden Traps in Decision Making The Idea in Brief Making business decisions is your most crucial job—and your riskiest. New product development, mergers and acquisitions, executive hirings—bad decisions about any of these can ruin your company and your career. Where do bad decisions come from? Mostly from distortions and biases—a whole series of mental flaws—that sabotage our reasoning. We all fall right into these psychological traps because they’re unconscious—hardwired into the way we all think. Though we can’t get rid of them, we can learn to be alert to them and compensate for them—monitoring our decision making so that our thinking traps don’t cause judgment disasters. The Idea in Practice The higher the stakes of your decision, the higher the risk of getting caught in a thinking trap. Worse, these traps can amplify one another—compounding flaws in our reasoning. Here are five of the nine traps: Avoiding the Trap: • Get views of people...
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...–zone-barriers) • 3 steps to make a message: planning-writing-completing. • Use “you attitude” as I am here to serve you. • In letter must be: (no racism-no he or she-no bias language-no age-no gender) Chapter 4 1. Letterhead 6.Introduction (body-recommendation) 2. Date 3. References #. 7. Complementary close e.g. sincerely or faithfully yours 4. Name& address of the sender 8 SIGNITURE 9.Enclosure or p.s. (post script) 5. Name &address of the receiver. Every business letter should be: 1. Purposeful: mean a goal-to inform-persuade or solve a problem. 2. Audience centered: the writer should take into consideration, interest etc. also he she must Use the you attitude, that is to have in mind the clients’ needs and point of views. 3. Concise: the letter should be brief, direct to the point, write to express not to impress. The three steps to consider: 1. Planning: gathering data and it takes ½ of the time and include choosing the channel (Memo, presentation, letter, and phone calls). 2. Writing: it takes ¼ of the time, the writer sift the information and decide on an appropriate Ideas to start a draft with details illustrations etc. 3. Completing: it takes ¼ of the time is given to edit and correct spelling,...
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...Executive Summary This report aims at providing an overall analysis of the repayment behavior of the SME loan borrowers of Brac Bank Limited. Before going to the analysis, it is mandatory to know something about the organization, its core products that it offers to its customers; about the SME loan, its classifications and the whole of its process starting from loan sanction to recovery and closing of the loan. That’s why, first of all, I made an overview of the organization, BRAC bank Limited, where I had completed my internship program. Here I tried to focus the bank’s history of origination, its mission and vision, major departments and business units and major products and services. Then I said something about Asset Operations Department, the department where I was to perform my job responsibility. SME is the next section where I gave my concentration. Here I focused on the terms and conditions of giving SME loan, enterprise selection criteria and documentation. Then talked about the procedure of SME loan where I delineated the sanction, disbursement, repayment and closing of SME loan. After talking about the whole process of SME loan, I made an attempt to analyze the repayment behavior of SME loan borrowers. For this end in view, I have collected information about 20 SME borrowers. Then I have chosen eight major variables which have an impact on the recovery rate of SME loan. That is, these are the variables which may change the repayment behavior of SME borrowers...
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...Affiliate Sales Central Region A&E Television Networks “Invaluable help for every new manager and a practical step-by-step guide to achieving managerial success. A perfect refresher for any seasoned manager and a must for every corporate training department. A remarkable book.” Arthur Coren Former Chairman and CEO Zenith Controls, Inc. “This book identifies and deals with key issues of transitioning to a business leadership role. Readers will recognize that the authors have been where they are going and will want to learn from their experience. . . . brings essential advice to the next generation of leaders.” Rodger De Rose Former Partner Arthur Andersen “This is the best book I’ve ever read on how to be a great manager. It should be required reading for all new managers and would make an outstanding refresher course for seasoned professionals. It’s full of practical insights, helpful examples, and all the right values. I plan on recommending it widely.” Tom Morris Morris Institute for Human Values Author of True Success and If Aristotle Ran General Motors “This practical and useful...
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...Test 3 Chapter 11 1. Fundamental Concepts and Characteristics of Fraud a. Evaluation of the auditor’s fraud detection responsibilities b. Treadway Committee Report findings c. Who commits fraud and why? 2. The Auditor’s Responsibility for Detecting and Reporting upon Fraud (AU 316) a. Misstatements arising from fraudulent financial reporting – Fraud for the Entity b. Misstatements arising from misappropriation of assets – Fraud against the Entity c. The overall process: i. Identify client fraud risk areas ii. Consider client anti-fraud programs and controls iii. Respond to results of the fraud risk assessment d. Responding to misstatements identified in the audit i. Effects, if due to fraud, likely immaterial ii. Effects, if due to fraud, could be material e. Detection and reporting responsibilities within the client organization – how do we respond to fraud internally f. Responsibilities for reporting fraud to outsiders – is the same criteria for reporting fraud externally as we had to do with illegal acts. g. Audit documentation responsibilities h. Typical fraud warning signs and red flags (AU 316.85) – they are arranged by 3 elements that typically exist in some kind of combination of fraud. AU 316.85 “Examples of Fraud Risk Factors. Separately presented are examples relating to the two types of...
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...------------------------------------------------- What is a Project? Learning Objectives After completing this topic, you should be able to * recognize examples of a project * identify the characteristics of a project 1. Project characteristics Projects make up almost half of the work that most organizations do. Organizations use projects to help meet their strategic goals. In terms of strategic goals, projects may help an organization meet changes in market demands, customer requests, or organizational requirements. They may also help an organization make the most of technological advances or meet legal requirements. Select each strategic goal for examples. ------------------------------------------------- Market demands ------------------------------------------------- The goal of a project may be to respond to increases or decreases in market demands. For example, car manufacturers research and design fuel-efficient cars to meet market demands for greener products. ------------------------------------------------- Customer requests ------------------------------------------------- Projects may help organizations satisfy customer requests. A call center may use a project to upgrade its computer systems based on requests for faster response times. ------------------------------------------------- Organizational requirements ------------------------------------------------- Projects can help meet changes in organizational requirements. So a company...
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...electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system. All trademarks, service marks, registered trademarks, and registered service marks are the property of their respective owners and are used herein for identification purposes only. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 ISBN 0-536-97722-4 2005240359 AP Please visit our web site at www.pearsoncustom.com ISBN 0-558-55519-5 PEARSON CUSTOM PUBLISHING 75 Arlington Street, Suite 300, Boston, MA 02116 A Pearson Education Company Research and Writing, Custom Edition. Published by Pearson Custom Publishing. Copyright © 2006 by Pearson Custom Publishing. 1 Reading Arguments ontemporary American culture often seems dominated by argument. Television talk show hosts and radio shock jocks battle over countless issues. Hip-hop artists...
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...portfolio management Explain what a project is, provide examples of projects, list various attributes of projects, and describe project constraints Describe project management and discuss key elements of the project management framework, including project stakeholders, the project management knowledge areas, common tools and techniques, and project success factors Discuss the relationship between project, program, and portfolio management and their contribution to enterprise success Describe the project management profession, including suggested skills for project, program, and portfolio managers, the role of professional organizations like the Project Management Institute, the importance of certification and ethics, and the growth of project and portfolio management software 2 OPENING CASE Doug Milis, the Chief Executive Officer (CEO) of Global Construction, Inc., was summarizing annual corporate highlights to the board of directors. Like many other large construction companies, they had a very difficult year. They had to scale down operations and let some employees go. When one of the board members asked what he was most proud of that year, Doug thought for a few seconds, and then replied, “Excellent question, Gabe. Honestly, I think the main reason we survived this year was because we are truly a project-based organization. We have dramatically improved our ability to quickly select and implement projects that help our company succeed and cancel or redirect other projects...
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...Technology pre-publication draft #3, edit date: 2000.02.21 published by Addison-Wesley, c. 2001. i ii Reminders Write something readable. Casual,readable use cases are still useful, whereas unreadable use cases won't get read. Work breadth-first, from lower precision to higher precision. Precision Level 1: Primary actor’ name and goal s Precision Level 2: The use case brief, or the main success scenario Precision Level 3: The extension conditions Precision Level 4: The extension handling steps For each step: Show a goal succeeding. Highlight the actor's intention, not the user interface details. Have an actor pass information, validate a condition, or update state. Write between-step commentary to indicate step sequencing (or lack of). Ask ’ why’ to find a next-higher level goal. For data descriptions: Only put precision level 1 into the use case text. Precision Level 1: Data nickname Precision Level 2: Data fields associated with the nickname Precision Level 3: Field types, lengths and validations Icons Design Scope Organization (black-box) Organization (white-box) System (black box) System (white box) Component Goal Level 1 Very high summary Summary User-goal Subfunction too low For Goal Level, alternatively, append one of these characters to the use case name: Append "+" to summary use case names . Append "!" or nothing to user-goal use case names. Append "-" to subfunction use case names. The Writing Process 1. Name the system scope and boundaries. Track changes to this...
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