...Personal development and methodology The motivation within H&M 08-10-2012 Picture 1 (www.facebook.com) Tabel of content Tabel of content 2 1.1 Introduction 3 2.1 Problem statement 3 2.2Delimitation/interpretation: 3 3.1 Methodology section 4 3.2 Reviewing theories and models: 5 4.1 Analysis 6 4.2 Motivation to reach the financial goals within H&M 6 4.3 Motivation within the CSR and the environment 8 4.4 Structure 10 5.1 Discussion 12 6.1 Conclusion 13 Appendix A - organization 14 Appendix B - Ownership structure 16 Appendix C - social Contract 17 Appendix D - logbook 18 Appendix E – e-mails 19 Appendix F – Bibliography 21 Executive summary The purpose of this assignment is to carefully analyse the major goal of H&M, how motivation, communication, structure of the organization, culture, authority affects reaching their major goal. The following theories are being used to show the advantages and the disadvantages of the company: Maslow’s hierarchy of needs, Human Relations Movement (Hawthorne), scientific management (Taylorism), Herzberger’s Two-Factor Theory and Style theories. It will be discussed how H&M encourages their employees to be self-motivated, makes sure to educate and share the knowledge and pass on the “spirit of H&M”. It seems that H&M is focused on treating people with respect and their desire is that the employees would involve in everyday`s activity. Social factors had a far greater impact on output that physical...
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...The course emphasizes three perspectives: behavioral corporate finance, corporate governance, and microeconometrics. Behavioral corporate finance integrates psychology into the study of corporate financial decisions, while corporate governance focuses on implicit and explicit contracting, supervision, and control for ensuring accountability and reconciliation of conflicting interests. Microeconometrics, finally, refers to econometric tools for analysis of individual-level data on the economic behavior of individuals or firms. Assessment and grading The intention with the assessment is for you to give account for your knowledge and demonstrate your capacity to undertake the abilities you are expected to learn in the course. All assessment tasks must be carried out in English. In the grading, we make use of scoring system where you collect points on different assessment tasks. The maximum score on the course is 100 points and you need at least 50% to pass the course. Your overall grade is determined by adding your individual scores on the different assessment tasks. The overall grading is * A: ≥85 points * B: 75-84 points * C: 65-74 points * D: 55-64 points * E: 50-54 points * F: <50 points. The general interpretations of the...
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...course previously, you must be taking it simultaneously with this one. If you are taking the two courses simultaneously and you drop ACC 514, you will be required to drop this course too (but not the other way around – so you may drop this course and keep ACC 514). Posting of Grades and Feedback on Work: Before the final exam, term marks to date will be brought to class, sorted numerically by the last five digits of one’s student number, without names. Students who do not want their course grades so listed must inform the instructor in writing before the second session. Students will receive the results of their first test and completed term work to date before the final deadline for dropping courses without academic penalty. All assignments submitted for grading will be handed back within one week (occasionally two). E-mail Communication: Students must use the e-mail address listed above to communicate with the instructor. E-mails will usually be answered within 24 hours. Students are required to activate and maintain a Ryerson Matrix e-mail account. This shall be the official means by which you will receive university communications. Faculty will not respond to student enquiries from any other e-mail address. See Policy #157 found at...
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...MBA 6050 Marketing Management and Strategy College of Business Administration Bowling Green State University Spring 2014 Instructor: Dr. David A. Reid Phone: (419) 372-3410 Office: 285 Business Administration Building Fax: (419) 372-8062 E-Mail: dreid@bgsu.edu Class Hours: MW 1:30 - 2:45 p.m. (in BA116) Office Hours: MW 12:30 - 1:15 p.m.; 3:00 – 4:15 p.m., and other times by appointment “Marketing…is the whole business seen from the point of view of its final result, that is, from the customer’s point of view. Concern and responsibility for marketing must, therefore, permeate all areas of the enterprise.” - Peter F. Drucker, People and Performance, 1977 Required Textbook • Managing Marketing in the 21st Century: Developing and Implementing the Market Strategy, 3rd ed., by Noel Capon (www.axcesscapon.com, 2012). Available through www.axcesscapon.com (as a PDF file or in paperback), as well as Amazon.com or BN.com in either paperback or electronic format and in paperback through the University Bookstore. Required Cases • Harvard Business School Cases: listed in course outline. Cases are available for purchase online through Harvard Business School Press (Coursepack Link for purchasing cases listed below with list of cases). Introduction and Overview In their never-ending search for the ultimate secret to business success, many businesses continue to overlook the most fundamental premise of all business. While their search for...
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...Computer Systems and Networks Fall 2014 TuTh 1:00 pm - 2:15 am, ECSS 2.311 Jason Jue jjue@utdallas.edu ECSS 4.408 (972) 882-4429 TuTh 2:15 pm - 3:15 pm, or by appointment Course Pre-requisites, Co-requisites, and/or Other Restrictions A first course on probability theory. Course Description Overview of case studies. Brief review of probability theory. Queueing models and physical origin of random variables used in queueing models. Various important cases of the M/M/m/N queueing system. Little's law. The M/G/1 queueing system. Discrete time queueing systems. Simulation of queueing systems. Product form solutions of open and closed queueing networks. Convolution algorithms and Mean Value Analysis for closed queueing networks. Student Learning Objectives/Outcomes Ability to understand and apply M/M/1 queueing models Ability to understand and apply Little’s result for FIFO and non-FIFO queues Ability to understand and apply continuous parameter Markov chains and state dependent queueing models Ability to understand and apply M/G/1 queueing models Ability to understand and apply discrete parameter Markov chains and discrete-time queueing models Ability to understand and apply continuous-time open queueing network models Ability to understand and apply continuous-time closed queueing network models Application of the above concepts in computers and computer networks Required Textbooks and Materials Thomas G. Robertazzi, Computer Networks and Systems: Queueing Theory and Performance Evaluation...
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...this assignment I will use Marks and Spencer’s (M&S) as my organisation as an example to answer the criteria, I will source a range of information from a range of resources that will produce reliable information. M&S is largely recognized organisation amongst the high street, offering high quality products to their customers. I feel M&S will be the best example to use as I work within M&S therefore I am quite knowledgeable of the criteria headlines set below. Identify the purposes of different types of organisation Different organisations will have different mission, values and objectives that they would like to encounter. It is first important to define Mission and Values and how M&S meets them. In terms of Mission it is the long-term goal your organisation seeks to achieve, and in terms of Values those things your organisations believes in and search for to understand in its work Within M&S’s their objectives are incorporated within its mission statement of Vision, Mission and Values: Vision: The standard against which all others are measured Mission: Making aspirational quality accessible to all Values: Quality, Value, Service, innovation and trust The Mission Statement is a vital part of a business organization in strategic planning, it assess what key objectives they would like to endure. This is a vital building block to the organisations overall strategic planning and how they would like to meet their Mission Statement by meeting their objectives. M&S’s Mission...
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...services provided by auditors. Explain procedures for reporting accounting changes and error corrections. Describe the professional responsibilities of accountants in financial reporting. Compare and contrast the forms of business structure. Explain the methodology used to determine deferred taxes. Materials SUPPLEMENT: Week One Content Outline SUPPLEMENT: Week One Mind Map SUPPLEMENT: Week One Student Road Map SUPPLEMENT: Sample Final Exam EBOOK COLLECTION: Auditing and Assurance Services, Ch. 1 EBOOK COLLECTION: Intermediate Accounting, Ch. 19 EBOOK COLLECTION: Intermediate Accounting, Ch. 22 EBOOK COLLECTION: Advanced Accounting, Ch. 7 EBOOK COLLECTION: Financial Accounting Theory and Analysis, Ch. 17 Assessment Individual Assignment: CPA Report As the CPA for a large organization, your manager has asked you to provide information to outside CPAs who are examining a subsidiary that has been set up as a corporation. As part of their review, the CPAs have asked you to provide them with the following explanations: The methodology used to determine deferred taxes The...
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...GLG 101 - Week 6 Assignment: Metamorphic Rocks Lab PART 2/2 (UOP) FOR MORE CLASSES VISIT www.glg101tutorial.com Resources: pp. 108–116 of Geoscience Laboratory and Appendixes K & L Identify and classify the rock examples in Appendix K. Answer the Appendix L questions from your lab book. Write your responses in Appendix K. Complete All of Appendix K & L. Post completed Appendix K & L in the individual forum. Due day 7. ================================================= GLG 101 Assignment Deserts Lab (UOP) FOR MORE CLASSES VISIT www.glg101tutorial.com Resources: pp. 265–276 of Geoscience Laboratory and Appendix M Answer the Appendix M questions from your lab book. Write your responses in Appendix M. Complete ALL of Appendix M. Post completed Appendix M to the individual forum. Due day 7. ================================================= GLG 101 Assignment: Earthquake Technology Lab (UOP) FOR MORE CLASSES VISIT www.glg101tutorial.com Resources: pp. 156–170 of Geoscience Laboratory and Appendix F Answer the questions listed in Appendix F from the lab book. Write your responses in Appendix F. Complete ALL of Appendix F. Post the completed Appendix F in the individual forum. Due day 7. ================================================= GLG 101 Assignment Groundwater Lab (UOP) FOR MORE CLASSES VISIT www.glg101tutorial.com Resource: pp. 213–227 of Geoscience Laboratory and Appendix N. Answer the Appendix N questions from...
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...indirect and overhead costs in all situations. Managers that are familiar with their organization’s operations know that different products and services consume these costs in varying proportion, but traditional costing systems tend to spread these costs evenly over all products and services offered. Assignment of overhead costs based on direct labor hours or square footage occupied by facility do not always serve as accurate means of allocation. Costing accuracy enables decision-making that is less likely to result in poor performance, and provide organizations with competitive advantages. Activity-based cost management is a means to solve this problem. In its early years, Activity-based cost management (ABC/M) gained popularity rapidly in the management consulting community. It was oversold as the “magic pill” to solve almost every problem within an organization, and the expectations of management were raised too high. As a result, many early implementations of ABC/M were viewed as failures. Some of these perceived failures were resultant from design misunderstandings and others from an inability to interpret the data produced. Management didn’t understand that ABC/M is meant to act as an enabler to for better decision-making, and can enhance popular performance improvement programs such as Total Quality Management. Activity-based cost management has been faced with numerous difficulties as being accepted as a worthwhile change. Poor implementations created organizational...
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...Why has the idea of competency become so important and outline its application to staff undertaking international assignments? Introduction Competency is defined as a constitution of a specific set of attributes such as knowledge, skills, attitudes and other characteristics (KSAO) people processes in which they use in accomplishing their tasks (Velde 2009). In general, competency is made up of three components. Firstly the KSAOs that contribute to successful and effective job performances, secondly, KSAOs can be evaluated, in other words they must be measurable and observable, and lastly, through KSAOs, managers are able to distinguish the superiors performers form others. Importance of competency Armstrong (2010) explains that ‘competency represent the language of performance. They can articulate the expected outcomes from individual efforts and from the manner in which the activities are carried out. Because everyone in the organization can learn to speak this language, competencies provide a common universally understood means of describing performance in many different contexts.’ Competency based approaches takes the view of the abilities of employees to shift between jobs as well as proficiencies in the associated tasks for various positions. The human resources managers need to identify the KSAOs that are essential for the organization to achieve its strategic goals. Traditionally, competency based approaches identifies the required KSAOs regardless of jobs, however...
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...Syllabus: Fall 2015 Course Number: MKTG 315-201 Course Title: New Product and Service Management Credit: 3 credits Class Days: MW 11:00-12:15 p.m. Instructor: Professor E. Yoon E-mail: eunsang_yoon@uml.edu Office: Pasteur 308 Phone: (978) 934-2814 Office Hours: MW 1:00-3:00 p.m. and also by appointment CATALOG DESCRIPTION This course focuses on the process of new product and service development and marketing. Emphasis is given on market opportunity identification, R&D-marketing interface, business model development, market potential estimation, and market entry timing. Preference: Marketing concentrators. Group Project: A product development and marketing plan. Career relevance: Developing and marketing new product or service. PREREQUSITES: MKTG 201: Marketing Principles and MSB filter courses. MSB 300/400 level courses are restricted to the MSB students who have completed the filter courses. COURSE OBJECTIVES This course is designed to familiarize students with the principles and practices in the conceptualization, design, testing, forecasting, and launching of new products and services. Course objectives include comprehension and application of: 1. Strategic elements of new product development 2. Concept generation, evaluation, testing, and screening 3. Product protocol, design, development, and sales forecasting 4. Teamwork, product use testing, and market-entry strategy, and ...
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...the duration of 14 weeks | 7. | Lecturer: | Lead Lecturer:Ms. Norhayati Bt Md Isa (norhayatim@utar.edu.my)Co-lecturer:Ms. Lim Yong Hooi (limyh@utar.edu.my) | 8. | Tutors: | FBF/FICT/FSCMs. Lim Yong Hooi (limyh@utar.edu.my) Ms. Cheah Ching Mun (cheahcm@utar.edu.my)Ms. Seow Ai Na (seowan@utar.edu.my)Ms. Norhayati Bt Md Isa (norhayatim@utar.edu.my) | 9. | Moderator | Ms. Lai Ka Fei | 10. | Mode of Delivery: | Lecture and Tutorial | 11. | Objective: | To enable students to understand the impact that individuals, groups/teams and structure have on behaviour within organisations for the purpose of improving an organisation’s effectiveness. | 12. | Learning Outcome: | Upon completion of this unit, students should be able to 1. Identify and explain the determinants of behaviour in organisations. 2. Explain the basic model of individual behaviour and the various stable & mercurial characteristics of individual. 3. Recognize the basic model of team effectiveness, specific...
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...ASSIGNMENT FRONT SHEET Assignment 1 |To be completed by student | | | |Date Submitted : .......................... | |Name ....................................................………….(print) | | | |Student Signature : | |Certification : I certify that the whole of this work is the result of my individual | | |effort and that all quotations from books, periodicals etc. have been acknowledged. | | |Student email address : | |Programme : Business Undergraduate |Level : | |Academic Year : 2012/2013 |Semester : | |Module title : Operations Management ...
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...Course Schedule Course Schedule of Assignments Overview Session | Topic | Assignments | 1 | The Manager as a Systems Thinker | Discussion Activity 1 | 2 | The Manager as a Critical Thinker | Individual Paper 1 | 3 | Legal and Ethical Environment of Business: The Manager as an Ethical Decision Maker | Discussion Activity 2 | 3 | Team Work Plan | Team assignment | 4 | Organization Theory and Design | Discussion Activity 3 | 5 | Organization Theory and Design in the Global Environment | Team Project 1Individual Matching Exercise | 6 | Legal Environment: Courts, Alternative Dispute Resolution, and Agency | Discussion Activity 4 | 7 | Critical Thinking in the Legal Environment: Torts and Products Liability | Individual Paper 2 Discussion Activity 5 | 8 | Legal Environment: Contracts and Forms of Business Organizations | Discussion Activity 6 | 9 | Knowledge Integration | Take-home Final | 10 | Corporate Social Responsibility in a Global and Technological Environment | Team Project 2 | Assignment Details Session | Module/Topics Readings/Assignments | 1 | The Manager as a Systems ThinkerObjective 1: Apply models of critical thinking and systems thinking to address complex organizational issues.Objective 2: Reflect on seminar assignments and relate the skills and knowledge gained to personal and professional goalsCompetency : Systems Thinking | Read the following articles which you can find and download from the UMUC library...
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...worldwide, currently managing over 150.000 expatriates (Colakoglu & Caligiuri, 2008). According to Harvey & Moeller (2009), MNC’s must develop a pool of managers that has an increasing global mindset to cater for the increase of competition in an International context. Desired outcomes of expatriation can vary. One of the outcomes is the transfer of knowledge. Lazarova and Cerdin (2007) stresses that transfer of knowledge can assist the MNC to determine how their business unit is performing in the host country and identify needs associated with increasing performance and transfer of knowledge therein. This “transfer of knowledge may fail if the repatriation process is not being considered before; during and after the International assignment has taken place. The purpose of the following report is to discuss and contrast the concept of repatriation and will serve as a guide...
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