...Course Outline School of Business Program: International Business Management Option: Start Date: January 6, 2016 Total Hours: Hours/Week: 30 Total Weeks: Lecture: 3 TDMT 4322 Global Supply Chain Management End Date: 10 1 Lab: Prerequisites: TDMT 3301 Logistics1 2 March 4, 2016 Term/Level: Shop: 4A Course Credits: Seminar: 2 Other: Prerequisite for: TDMT4411 Industry Projects Course Description This course develops an understanding of relationship management within the global supply chain sectors. Topics are delivered based on international influences, value creation, aligning incentives, creating partnerships, sharing resources and finding mutual benefits within the supply chain. An emphasis will be based on building flexible and strategic partnerships and managing changes and shifts in strategies. These methods are aimed at driving supply chain profitability and competitive advantage. Students will do team based case studies relating to Supply Chain Management and 1 term team project and presentation. Evaluation Assignments Term Team Project Participation & Professionalism Mid Term Exam Final Exam TOTAL 20 15 10 25 30 100 % % % % % % Comments: A student must achieve 50% combined grade on the exam scores before the marks for the assignments will be incorporated into the calculation of the overall grade. Course Learning Outcomes/Competencies At the end of this course...
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...Midfield Terminal Energy Facility (Area of discussion- Cost & Quality) Team Members: Background Outline of project The Pittsburgh International Airport is owned and operated by the Allegheny County Department of Aviation. The new Midfield Terminal includes, Landside/central services bldg Airside building Gate capacity Provisions to expand - 500,000 sft 1,200,000 sft 75 aircraft 100 gate terminal. Pittsburg is the second busiest passenger airport in Pennsylvania and 47th-busiest in the United States, serving 8,041,357 passengers in 2012. Background Outline of project The airport has the longest runways of a commercial airport in Pennsylvania at 11,500 feet (3,500 m). Until 2004 US Airways largest hub was at PIT. PIT occupies more than 12,900 acres (52 km2), making it the fourthlargest airport by land area owned in the nation. The Midfield Terminal Energy Facility was designed to meet the requirement as: Ultimate cooling load of 9,100 tons Ultimate heating load of 113 x 106 Btuh Out Line of Project Outline of project The energy facility also provides electric power to the Midfield Terminal from the new substation located between the energy facility and the field-erected concrete cooling tower. Completion – 6 weeks ahead of schedule and within budgeted cost. Outline of project ??? Cost Quality Scope Management Outline of project Well defined scope and explicitly required quality removes building up of cost contingencies...
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... | | |School of Business | | |MGT/445 (3 Credits)Version 1 | | |Organizational Negotiations | | |Puerto Rico Campus | Copyright © 2009, 2006 by University of Phoenix. All rights reserved. Course Description This course provides an overview of negotiations in an organizational setting. Students learn negotiation processes and strategies, the role of stakeholder interests in negotiation, and how to apply these concepts to the workplace. Students also examine conflict management techniques and emerging negotiation trends in globalization and technology. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies...
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...Planning for Rapid & Scott Negotiation In any negotiation, preparation is crucial; and having a set, outlined process to follow when preparing helps mitigate a potential oversight of any significant issues within the negotiation. Following a set process also helps one stay on task and in-line with what the important issues and factors are in a negotiation. In Bargaining for Advantage, G. Richard Shell provides a well-structured framework to follow in planning for a negotiation. For this reason, I used Shell’s negotiation preparation framework to plan for the negotiation between Rapid Printing Company (Rapid) and Scott Computers, Inc (Scott). The first step to prepare for my negotiation is to outline the actual problem. While at first the problem seems to be relatively straight forward, upon thinking on it further it becomes a bit more ambiguous. The initial problem seems to be that Rapid is unsatisfied with the product we sold them because they cannot operate the program without the necessary application program, and for this reason they are refusing to make the agreed-upon payments for our hardware and operating program. However, upon further analysis, I do not think this is the actual problem. If this was the problem, it would simply be a matter of using the contract as evidence of our agreement. The real problem for us is that because Rapid is experiencing extreme financial difficulty, a judgment against them in our favor will actually end up costing us money as we...
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...CONFLICT T he success or failure of any organization is dependent upon the use of its indigenous, collective energies. When procedures are clear, the "esprit de corps" is high, and the business is said to be productive. But whenever people come together in one setting over a period of time, you can always expect conflict to find itself in the midst. The Webster’s dictionary defines conflict as a sharp disagreement or opposition of interests or ideas but from a more objective perspective, conflict is “a state in which one party perceive that another party has, or is about to negatively impact something that is important to the first party” (Robbins, 2006). The key word to note in this definition is “perceives”. Perceive is a concept that occurs within the mind. It is one’s interpretation of a situation or thing and does not necessarily have to be true. That might explain why on many occasions, a conflict that arises; may be unnecessary or misguided and result in wasted time. Causes of Conflict A s you may discern, the causes of conflict are numerous and each has their own accompanying challenges. Within the organization however, C. Brooklyn Derr in his book Major Causes of Organizational Conflict: Diagnosis for Action, stated that there are six (6) main causes of conflict: 1) The interpersonal disagreements that arise when one person is experiencing individual stress. People bring their whole selves to the workplace and they may...
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... | | |Organizational Negotiations | Copyright © 2009, 2006 by University of Phoenix. All rights reserved. Course Description This course provides an overview of negotiations in an organizational setting. Students learn negotiation processes and strategies, the role of stakeholder interests in negotiation, and how to apply these concepts to the workplace. Students also examine conflict management techniques and emerging negotiation trends in globalization and technology. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cellich, C., & Jain, S. C. (2004). Global business negotiations: A practical guide. Mason, OH: Thomson/South-Western. Coltri, L. S. (2004). Conflict diagnosis and alternative dispute...
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...Taxation Workshop Outline and Learning Methodologies Session Methodologies Chapters covered Workshop 1 1. Introduction • • Presentation Group discussion 2. Profits tax • Group exercise 3. Negotiation • • Role play Group exercise 4. Tax for individuals • • Case study Group discussion 5. Reboot • • Presentation Group discussion 6. Tax cases / Anti-avoidance • Group discussion Ch.3, 4, 8, 9 & 11 7. Cross border tax issues • Group discussion Ch.3, 4, 12 & 13 8. Tax planning • • Case study Group reflection Ch.3, 4, 5, 9, 11 & 12 9. Conclusion • • Presentation Group discussion Ch.3 & 11 Ch.2, 5 & 11 Workshop 2 You are expected to have studied the relevant chapters of the Learning Pack thoroughly prior to attending the workshops in order to actively participate in the case studies and group discussions throughout the workshops. The main topics covered in the workshops are listed below. Workshop 1 Profits tax computation, addition and disposal of property plant and equipment, depreciation allowance – plant and machinery, commercial building allowance, interest income and expenses, gain from sale of product design and trademark, investment income, share award costs, and other deductible expenses Trade versus investment, source of profit/income Salaries tax computation, share grants, accommodation, living allowance, home leave, contribution...
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...In the business world today conflict is one of the biggest problems a company has to deal with when regarding their employees and production. Conflict can come from a number of different scenarios and can cause numerous problems or issues. The Negotiation process is another key element for most businesses to run at maximum efficiency which leads to maximum profitability. Performing proper negotiating tactics helps to reduce conflict in many areas of business and ensures a company can obtain all available beneficial terms. In the following there will be a detailed definition of conflict which will include the differentiation between the traditional, interactionist, and managed-conflict views of conflict; as well as an outline of the conflict process. Finally proper negotiation will be defined as well as a contrast of distributive and integrative bargaining, the five steps of the negotiation process, how individual differences influence negotiations, an assessment of the roles and functions of third-party negotiations, and cultural differences in negotiations. The concept of conflict does not discriminate against a particular portion of society but pulls at the coat strings of many American workers, unfortunately only a portion of society of receive the proper assistance. Women in particular have made enormous strides of breaking barriers and leveling the playing field, once strategically architecture by men. Arguably the barriers of forty years ago are removed and the...
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...competitive advantage as the primary goal of strategy. ○ 1950-60: Financial Budgeting - control through operating budgets ○ 1960-70: Corporate planning - long term planning (5 years) that set goals and objectives, forecast key economic trends and allocated capital expenditures ○ 1970-80: Strategy as positioning - industry analysis, market segmentation, PIMS planning ○ 1980-90: focus on a competitive advantage - alliances, shareholder value max. ○ 1990-2000: strategic innovation, new business models ○ 2000-2010: CSR and business ethics, winner take all, global strategies ● What is Strategy; ○ Strategy: the means by which individuals or organizations achieve their objectives ○ it is the search for: ■ new sources of profit (create) ■ opportunities to increase the volume over which margins are earned (exploit) ■ opportunities to extend the period over which margins can be sustained (defend) ○ Corporate vs. Business Strategy ■ Corporate: defines the scope of the firm in terms of the industries and markets in which it competes - vertical integration, acquisitions ■ Business: is concerned with how the firm competes within a particular market. AKA: competitive strategy ○ Intended, Realised, Emergent ■ Intended Strategy: strategy as conceived by the top management team. It is less a product of deliberation and more an outcome of negotiation ■ Realised Strategy: the actual strategy that is implemented; it is only partly related to that which was intended (10-30%) ■ Emergent...
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...and use of their property. Prah argues that he is first in time and he had the right to the light and air first and that it would lessen his enjoyment and use of his property to have the sunlight blocked. Muretti argument is that the most important right of a landowner is the right to use their property. His house complies with the laws and statutes and therefore should be allowed to be built. Then the dispute arose… There several alternatives to litigation that may be applicable in this situation as trial is expensive. Our suggestions are: 1. The first approach is to send a Demand Letter which details our demands to the other side. In our case it is the location that the house is being built. We would outline what we wanted and the action that we are planning to take if our requests are not met. The benefits of a demand letter are, predictably, straight forward. There is no dancing and no posturing; the opposing party knows where we stand and has the opportunity to accept or reject our offer....
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...Supply Chain Management COURSE OUTLINE TERM WINTER 2014 A. INSTRUCTOR AND CONTACT INFORMATION | Instructor: | Mr. Hanif Ajari | Office #: | Korangi Sector 30 near Singer round about | Telephone: | 0321- 2666071, 021-34933003(Res) | E-mail: | Ajari1230@hotmail.com | Office Hours: | Normal University hours | B. COURSE OBJECTIVE | Objective of this program is to generate basic level understanding and translating conceptual exposure in very congenial atmosphere among the students and professional that why supply chain management is among the top initiatives for businesses of all sizes. Yet most purchasing, operation, planning, and finance managers feel they don’t have good control over their supply chains. Even the best informed are saddled with questions about establishing organization buy-in, defining metrics and benchmarks, optimizing material and transactional flow, and conducting relevant competitive analysis to define business opportunities. The challenges involved in optimizing a company’s supply chain are substantial. The proposed course outline grew out of a number of supply chain management courses or workshop conducted in Executive Education programs I have taught extensively in many universities within and outside Pakistan over the past five years as well as number of projects I have handled in the field of designing the supply chain model within Pakistan or and other countries of the world. The course outline is more or less similar to the topics...
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...guidance and control systems, and infrared surveillance systems. The major management system of TI is OST System, which is Objective, Strategies, and Tactics System. OST System is a system for managing change and innovation. The system was employed to define the strategies the company intended to follow for further growth and development and to identify the tactics required to successfully implement such strategies. The OST System can be more easily understood if viewed in three strategies: 1. Presentation of the hierarchy goals 2. Dual responsibility of line management 3. Impact of matrix organization composed of strategic and operating modes The other main management system of TI is resource allocation system. This system included planning cycle, strategic...
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...support ADRC operations. The experience of ADRC grantees thus far indicates that the process may take several years from the planning stages to having a fully implemented system in place. The chart below outlines the critical steps in the process of building a new IT system to support ADRC operations and was adapted for ADRC grantees from resources available on the ADRC-TAE website (www.adrctae.com), and from the TechSoup Learning Center Website (www.techsoup.org). We are aware that some ADRCs may choose to adapt existing systems and that they may follow some of these steps, but this checklist primarily details steps involved in creating a new system. Step 1 Timeline 3- 6 months Tasks Establish Leadership and Support 1) Identify core IT/MIS work group or team (drawing from key project staff at state and local levels, advisory board members, consumers) 2) Request input from and secure support of key management, grant staff, advisory board, professional front-line users (pilot site staff, partners, and/or consumers), other stakeholders. 3) First steps for your core IT/MIS work group include: a) Diagram key business processes and identify areas in which automation already does support or should support these processes. This may include suggesting where IT could lead to a total redesign of the business process. In some cases, the result of this planning will result in a business process model. For examples, see the resources below. b) Identify potential barriers (people, politics...
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...Conflict Resolution Paper Lucy Cortez, Flo Gonzalez, Max Ruiz, and Jamal Wood Team A Psy/430 April 6, 2011 University of Phoenix Conflict Resolution Paper In this paper the subject to go into is about a conflict about time management, a proposed resolution, personal strengths used, conflict management techniques used, other techniques that were used and how the group arrived at this decision. Time management Time management consists of time spent, increased productivity, and is aided by skills or techniques such as planning, allocating, and goal setting. Time management occurs when projects, goals or tasks are accomplished in a timely manner. Time management is the conflict that the team is suffering from (Answers Corporation, 2011). Each member had the opportunity to meet in person or do work over the Internet through e-mails. The team agreed to e-mail because of conflict of work schedules and distance from one another. The problem started when members of the team were turning work in late and there was not anytime to submit work into write point for corrections, and the members were not responding to his or her e-mails and that started the lack of communication. Proposed solution The team came together to strategize and come up with a solution to help accommodate this problem. The decision to make one member in charge of contacting each member was a suggestion, but over ruled. Each member agreed to make a phone call to contact members once an e-mail was...
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...Information from ProQuest February 05 2015 19:29 _______________________________________________________________ Table of contents PLEASE RIGHT CLICK HERE AND SELECT "Update Field" TO UPDATE TABLE OF CONTENTS. 1. Emotional intelligence at workDocument 1 of 1 Emotional intelligence at work Author: Taylor, Peter ProQuest document link[->0] Abstract (Abstract): As recently as April 2009, at one of our You Asked for It workshops, Summit readers experienced a hands on demonstration of emotional intelligence (EI) at work. In a session led by Linda Pickard, workshop attendees figured out whether they were left or right brain dominant, or somewhere in between, and then learned how that characteristic played out in communications and negotiations with co-workers, clients and suppliers. Understanding your emotions and those of the people you are dealing with improves communication and, consequently, the outcome of the situation. I suspect that to many of you it sounds a bit "touchy feely" for a procurement magazine, but I also suspect that understanding and practicing your EI will go a long way to making work more productive, procurements more successful and contract management easier. A brief introduction to the science behind emotional intelligence explains a number of important things. The human brain's first role was to protect us from external threats. The 'flight or fight' response prompted us to react quickly to sounds and sights around us. There was no time for rational...
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