...| | | |FORM AB1: BTEC ASSIGNMENT BRIEF | | |QCF ASSIGNMENT FRONT SHEET | | |Qualification |Unit number and title | |BTEC SUBSIDIARY DIPLOMA IN BUSINESS STUDIES |UNIT 1: BUSINESS ENVIRONMENT | |Learner name | Assessor name | | | | |Date issued | Hand in deadline |Submitted on | | | | | | ...
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...Consolidation - A case study Ravi G Singh Consulting IT Specialist – System p rsingh@us.ibm.com Special Notices This document discusses Server Virtualization and Consolidation designed and implemented by the author for an IBM Customer. This document is presented “As-Is” without any warranty, guarantee or assurances of any kind, either express or implied. IBM does not assume responsibility for the statements expressed herein and it reflects the opinions of the author. If you have questions about the contents of this document, please direct them to the author at rsingh@us.ibm.com. Author is not responsible for errors in this document that may result in any kind of inaccuracies. Acknowledgements Thanks to John R Hock, IBM Certified IT Specialist – System p - Advanced Technical Support Americas (ATS) for reviewing this White Paper. Thanks to the customer and IBM team for their contribution and support to this project. Trademarks The following terms are registered trademarks of International Business Machines Corporation in the United States and/or other countries: AIX, AS/400, DB2, IBM, Micro Channel, MQSeries, Netfinity, NUMAQ, OS/390, OS/400, Parallel Sysplex, PartnerLink, POWERparallel, RS/6000, S/390, Scalable POWERparallel Systems, Sequent, SP2, System/390, ThinkPad, WebSphere. The following terms are trademarks of International Business Machines Corporation in the United States and/or other countries: DB2 Universal Database, DEEP BLUE, e-business (logo), GigaProcessor...
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...Amanda Drew Employability & Study Skills Unit Carol Faiers Word Count - 1438 by Employability/Transferable Skills required by graduate recruiters TABLE OF CONTENTS Chapter 1 2 Section 1.0 Introduction 2 Section 1.1 Rationale 2 Chapter 2 2 Section 2.0 Employability and Transferable Skills 2 Section 2.1 Employability Skills 2 Section 2.2 Transferable Skills 3 Chapter 3 3 Section 3.0 Employer Research - Call to Action 3 Section 3.1 Science, Technology, Engineering and Maths (STEM) 3 Section 3.2 Employers satisfaction with graduates employability skills 4 Section 3.3 Entrepreneurial Skills 5 Section 3.4 Work Experience 5 Chapter 4 5 Section 4.0 Conclusion 6 1.0 Introduction University graduates are now leaving their place of study with more than an academic or vocational degree. Graduates need to be prepared with the tools to successfully enter into the labour market. This report lays out the key skills and attributes required by a graduate to successfully secure long term employment. 1.1 Rationale In 2009 the Confederation of British Industry (CBI) published a report entitled "Future Fit". The report included a survey of 581 employers, between them employing 2.5 million people, 8% of the UK workforce.(CBI, 2009). All university departments are now informed of a growing landscape of skills (identified by employers) required by graduates. The responsibility to continually develop these skills rests with the university...
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...ing CHAPTER 5 Accounting for Merchandising Operations ASSIGNMENT CLASSIFICATION TABLE | | |Brief | |Problems Set A |Problems | |Study Objectives |Questions |Exercises |Exercises | |Set B | |Describe the differences between |1, 2, 3, 4 |1 |1 |1 |1 | |service and merchandising companies. | | | | | | |Prepare entries for purchases under a |5, 6, 7, 8, 9, 10,|2, 3, 4, 5 |1, 2, 4, 5, 10 |2, 3, 4 |2, 3, 4 | |perpetual inventory system. |11 | | | | | |Prepare entries for sales under a |8, 9, 10, 11 |6, 7 |1, 3, 4, 5, 10 |2, 3, 4 |2, 3, 4 | |perpetual inventory system. | | | | | | |Perform the steps in the accounting |12, 13, 14 |8, 9 |1, 4, 5, 7 |5, 6, 7 |5, 6, 7 | |cycle for a merchandising company. | | | | | | |Prepare multiple-step and single-step |15, 16, 17 |10, 11 ...
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...‘Doing some things’ in the Xi Jinping era: the United Nations as China’s venue of choice ROSEMARY FOOT * There has been intense scholarly debate in China over the past few years as to the continuing relevance of the famous aphorism attributed to Deng Xiaoping exhorting the Chinese government to ‘bide its time, hide its brightness, not seek leadership, but do some things’.1 Although that debate about the appropriateness of this strategy in an era of enhanced Chinese material power has not reached a definitive conclusion, there are several indications that the new leadership, under President Xi Jinping, has decided that it would like to become more active and ‘do more’ in the international realm. How much more, in reality, will undoubtedly be influenced by the reactions of others and the unfolding of events—both domestic and global—but undoubtedly there is an intention on the part of Beijing to make good on its increase in relative power and the opportunities that a more centralized leadership under President Xi Jinping provides for articulating a clearer foreign policy message and more forward foreign policy behaviour. This article provides evidence in support of the argument that China has decided to adopt a more activist foreign policy. It focuses predominantly on China’s policy towards the United Nations as a way of demonstrating a new willingness to take decisions previously left in abeyance, and as an example of a policy area where the Chinese leadership believes it is showing...
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...organisations that you have been looking at for your assignment work so far on this unit, and draw charts and diagrams which show their functional activities. Explain in detail what each of the functions involves. Show how the functions fit together, e.g. the relationship between marketing and customer service, or how the call centre fits into the overall structure of the organisation. Draw a clear and well-labelled diagram of your organisation. Use lines and arrows to join up the various positions in the company. Then describe clearly what each of the functions involves and how they fit together. Merit m 2 To gain a merit you will need to compare the factors which influenced the development of the internal structures and functional activities of these organisations. Why do they have different structures? How does the structure relate to the particular sector (private/public/voluntary or charity) that the organisation is in? You may want to evaluate how effective the organisational structure is (does it work well or could it be improved?). If the organisations do not already provide organisational charts themselves you could construct one of your own from research about the organisation on its website and in documents. Perhaps you could write to the organisation asking them for a copy of an organisational chart. 1 .4 Impact of external factors in the business environment on organisations There is a simple rhyme which goes: Environment to...
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...Semester Period Unit No 103 Units Covered Unit Name Further Mathematics for Engineering Technicians Electrical and Electronic Principles Data Communications and Networks Analytical Methods for Engineers Engineering Science Telecommunication Principles Advanced Mathematics for Engineering Electrical and Electronic Principles Business Management Techniques for Engineers Computer Programming Techniques Radio Communication Engineering Electronic Principles Principles and Applications of Microcontrollers Digital and Analogue Devices and Circuits Management of Projects Project Design, Implementation and Evaluation Personal and Professional Development Work-based Experience Credit Hours 10 10 15 15 15 15 15 15 15 15 20 15 15 15 15 20 15 15 Unit Level 3 3 4 4 4 5 5 5 4 4 4 5 4 5 5 5 5 5 Semester 1 (10 weeks) September- November 2014 101 119 001 Semester 2 (10 weeks) December- February 2014 002 118 059 Semester 3 (10 weeks) March - May 2014 005 007 112 Semester 4 (10 weeks) June - August 2015 120 039 113 Semester 5 (10 weeks) September-November 2015 117 037 Semester 6 (10 weeks) 003 December 2015 -February 2016 027 029 Industrial Training March 2016 - September 2016 UNIT 1: ANALYTICAL METHODS FOR ENGINEERS Unit 1: Unit code: QCF level: Credit value: Analytical Methods for Engineers A/601/1401 4 15 • Aim This unit will provide the analytical knowledge and techniques needed to carry out a range of engineering...
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...Webster University Nokia Product Design Analysis A Product Design Project for the new Lumia Century Jaqui Melton Business 6110 Professor Gary Sample December 20, 2013 Nokia Product Design Analysis 2 Abstract Having been made project manager for the design of Nokia’s new cell phone, the Lumia Century, the purpose of this report is to provide management with an anticipated project schedule and calculated project duration. In doing this, a project network has been created; and the slack times, not along the critical path were identified. Additionally, the impact of two possible changes was investigated and evaluations were made regarding whether or not the changes would be in Nokia’s best interest to pursue. Utilizing the work breakdown structure provided by supervisors this product design project develops the plan for ensuring the successful and timely launch of our highly anticipated new cell phone. Keywords: [telecommunications, network planning, critical path, supplier integration] Nokia Product Design Analysis 3 As a leader in mobile communications, Nokia has made its mark on the global ecosystem by enabling mobility through its different businesses. Our Nokia Solutions Network creates innovative mobile products and telecommunication infrastructures for people around the world. In regards to our cellular services, we believe that Windows phone and the broader Windows platform offer unique and compelling experiences that make Nokia Lumia Smartphones...
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...administrative system 47 Topic 3: Monitor the administrative system 51 3A Monitor the system’s use, security and output 52 3B Modify the system to meet changing needs 57 3C Identify further modifications and notify users 61 3D Monitor staff training needs 63 Summary65 Learning checkpoint 3: Monitor the administrative system 66 Final assessment 69 Assessment information and scope Are you ready for assessment? Final assessment overview Assessment plan Final assessment tasks Record of outcome 70 71 72 73 74 101 Unit release 1 (Aspire Version 1.1) © Aspire Training & Consulting v Before you begin This learner guide is based on the unit of competency BSBADM504 Plan and implement administrative systems, Release 1. Your trainer or training organisation must give you information about this unit of competency as part of your training program. You can access the unit of competency and assessment requirements at: www.training.gov.au. How to...
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...References to third party material made in this specification are made in good faith. Edexcel does not endorse, approve or accept responsibility for the content of materials, which may be subject to change, or any opinions expressed therein. (Material may include textbooks, journals, magazines and other publications and websites.) Authorised by Jim Dobson Prepared by Dominic Sutton Publications Code BF017349 All the material in this publication is copyright © Edexcel Limited 2007 Essential principles for delivering a BTEC This specification contains the rules and regulations along with the units and associated guidance to enable centres to deliver a programme of learning for the Edexcel Level 2 BTEC First Certificate and Edexcel Level 2 BTEC First Diplomas in Sport. The qualification structures set out the permitted combination of units learners need to complete the qualification. Each unit sets out the intended outcomes along with the content and...
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...Systems Analysis and Design Project Stage 3 New System Specifications And Prototype Based on Harvard Business School case 9-692-015 Manzana Insurance – Fruitvale Branch Presented to Professor Michael Palley Stevens Institute of Technology MGT 772 SB Analysis and Development of Information Systems By Team 3 TEAM 3 Systems Analysis and Design Project Stage 3 MGT 772SB Analysis and Development of Information Systems Professor Michael Palley Table of Contents SYSTEM OVERVIEW ...............................................................................................................................................4 DESCRIPTION .............................................................................................................................................................4 POLICY REQUEST TYPES ............................................................................................................................................4 BACKGROUND ...........................................................................................................................................................4 CURRENT ORGANIZATIONAL PROBLEMS AND GOALS FOR THE NEW SYSTEM ............................................................4 FILE DESIGN..............................................................................................................................................................7 BACHMAN DIAGRAMS IN THIRD NORMAL FORM (3NF)...................
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...MEASURING PROCUREMENT PERFORMANCE……………….7 5.3. CHARACTERISTICS OF PERFORMANCE INDICATORS……………..9 5.4. BOARDROOM ALIGNEMENT…………………………………………….10 5.4 EXEMPLE OF A DETAILED FRAMEWORK FOR MEASURING PROCUREMENTPERFORMANCE…………………………………………...10 6. MESEARING SSFR PROCUREMENT PERFORMANCE………………….13 6.1. SIMPLIFIED PROPOSED FRAMEWORK FOR PROCUREMENT PERFROMANCEMESUREMENT………………………………………………...13 6.2. CHALLENGES FACED BY RSSB PROCUREMENT IN THE AREAS OF IMPROVEMENT……………………………………………………………………19 7. CONCLUSIONS AND RECOMMENDATIONS……………………………...20 7.1. CONCLUSION…………………………………………………………….……20 7.2. RECOMMENDATIONS…………………………………………………….…23 8. BIBLIOGRAPHY. …………………………………………………………….…24 MEASURING PROCUREMENT PERFORMANCE IN RWANDA CASE STUDY: SOCIAL SECURITY FUND OF RWANDA: 2010-2011 Abstract For decades procurement performance has been attracting great attention from different stakeholders due to poor performance resulting from non adherence to proper processes and procedures. It had been also proved that performance measurement is the key driver to improving quality of services while its absence or use of inappropriate means can act as a barrier to change and may lead to deterioration of the purchasing function and that Organisations which do not have performance means in their processes, procedures, and plans experience lower performance and higher customer dissatisfaction and employee turnover. This paper aims at measuring the...
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...Control Charts and Introduction to Six Sigma Session 12: Control Charts and Introduction to Six Sigma concepts Control Charts and Introduction to Six Sigma Control Charts - Topics of Discussion – – – – – Control Chart History Control Limits Individuals and Moving Range Charts X-bar and R Charts Subgrouping Control Charts and Introduction to Six Sigma Typical Process Metrics • • • • • • • • • Cycle times Lead times Productivity Schedule variance Budget variance Employee satisfaction Customer satisfaction Safety incidents System users (# hits) • • • • • • • • • Days sales outstanding Customer service calls Request for quotes Proposal development Attrition/retention Bid win rate Transactional defects Sales orders Revenue dollars What are some metrics associated with your projects? What are some metrics associated with your projects? Control Charts and Introduction to Six Sigma Control Charts – “While every process displays Variation, some processes display controlled variation, while other processes display uncontrolled variation” (Walter Shewhart). – Controlled Variation is characterised by a stable and consistent pattern of variation over time. Associated with Common Causes. – Process A shows controlled variation. X-Bar Chart for Process A X-Bar Chart for Process A UCL=77.20 UCL=77.20 75 X a C a fo P ce B -B r h rt r ro ss 8 0 U L 7 .2 C= 7 7 Sample Mean 7 0 X= 0 8 7 .9 L L 6 .7 C= 4 0 6 0 5 0 Special Causes 0 5 1...
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...CHAPTER 5: ACTIVITY-BASED COSTING AND MANAGEMENT QUESTIONS 5-1 Product costs are likely distorted when a firm uses a volume-based rate if the plant has more than one activity in its operations and not all activities consume overhead in the same proportion. The more diverse the product mixes of the plant are in volume, sizes, manufacturing processes, or product complexities, the greater the cost distortions are likely to be in using a volume-based rate. Undercosting a product may appear to have increased the reported profit the product earned (assuming the firm did not lower its selling price because of the reported lower product cost). However, the increased profit is, at best, a twist in truth. Costs of the product not charged to the product itself are borne by other products of the firm. Worse, undercosting a product may result in managers erroneously believing the product to be more profitable than other products and shifting the limited resource the firm has into manufacturing, promotion, and sales of the product when, in fact, other products are more profitable to the firm. Severe cost distortions may lead firms not to drop unprofitable products because the cost data show these products are profitable. 5-3 Overcosting does not increase revenues. A firm can increase the selling price of a product, thereby increasing the total revenue from the product only if the market allows. Increases in the selling price of a product without experiencing noticeable decrease in the sales...
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...CHAPTER 5: ACTIVITY-BASED COSTING AND MANAGEMENT QUESTIONS 5-1 Product costs are likely distorted when a firm uses a volume-based rate if the plant has more than one activity in its operations and not all activities consume overhead in the same proportion. The more diverse the product mixes of the plant are in volume, sizes, manufacturing processes, or product complexities, the greater the cost distortions are likely to be in using a volume-based rate. Undercosting a product may appear to have increased the reported profit the product earned (assuming the firm did not lower its selling price because of the reported lower product cost). However, the increased profit is, at best, a twist in truth. Costs of the product not charged to the product itself are borne by other products of the firm. Worse, undercosting a product may result in managers erroneously believing the product to be more profitable than other products and shifting the limited resource the firm has into manufacturing, promotion, and sales of the product when, in fact, other products are more profitable to the firm. Severe cost distortions may lead firms not to drop unprofitable products because the cost data show these products are profitable. 5-3 Overcosting does not increase revenues. A firm can increase the selling price of a product, thereby increasing the total revenue from the product only if the market allows. Increases in the selling price of a product without experiencing noticeable decrease in the sales...
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