...System Performance: Unit 8 Edward Greene NT 1110 When addressing system performance, a key element that is often overlooked is Disk Fragmentation. Even on a brand new system with plenty of RAM and processing speed, the performance of the hard disk may be a bottleneck causing issues. It takes time to load large data files into memory - issues become particularly noticeable when dealing with movies, video clips, database files or image files which may easily be several gigabytes in size. On a freshly formatted disk, these files load fairly quickly. Over time, however you may start to notice performance issues - caused by disk fragmentation. The different processes running in the back ground, (i.e. Windows Explorer, Power Manager) all take an allotted amount of RAM to perform at optimum levels. More free RAM means that the essential processes that are running have more priority of the space and the CPU. When you begin to run your RAM to its limits, The essential processes and even the non-essential processes begin to lag due to the overtaxing of the CPU and RAM. Your OS will use the hard drive as a “back-up” or virtual memory if your PC runs out of RAM while you are working away. Using your hard drive as memory causes a serious performance hit, as hard drives are way, way slower than RAM. So, the trick is having enough memory, adding more does not help if you are doing nothing that needs more memory. Today, with a modern PC and a modern OS, you need about 4 gig to achieve...
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...Unit 8 Analysis 1: System Performance A file system on your computer may be fragmented, and cause the whoel system to take te bottleneck effect into play. Usually disk fragmentation is one of the most overlooked but common problems of a slow system, and even with a brand new, fast system, a fragmented disk drive can make it extremely slow. It will become most noticeable when loading large files like movies, not even moving them, just streaming from you rhard drive can cause your system to have performance issues. Some database files may be large in file size as well and can be seen as aproblem with a fragmented disk. Over time with using the large files you will see a performance degradation cause by disk fragmentation. When a hard drive is formatted into sectors, each e=sector is assigned 512 bytes of data, which then whichever file system you are running will depend on how these sectors are grouped into clusters. A cluster is the smallest unit of space to hold a single file, and on NTFS disks, the cluster size depends on the overall size of the hard drive. When the system has a brand new hard drive and you save a file onto it, the adjacent clusters are free of space and those spaces are filled in order respectively, which makes it easier on the hard drive to access these clusters to retrieve the file, and the mechanical components work more efficiently and improve the life of the overall hard drive. Over time with deleting and saving different files, th files that are...
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...NT1110 Unit 8: Analysis System Performance Slow or sluggish system performance can be frustrating. There can be one or more things causing the slowdown of performance. Too many processes running in the background is only one issue of many possible reasons why the performance is sluggish. Virus, worms, and malware is another reason that can take up system resources and severely slow down a computer. By taking the necessary steps, one can improve the system performance of a computer. First one can perform routine maintenance like defragging a hard drive, cleaning up a hard drive. Checking the hard drive for errors and uninstalling unwanted programs will keep the Performance optimal. Checking for hardware and software compatibility and dealing with those issues will greatly enhance system performance. If there is a compatibility issue, address the issue and see an improvement. Address all system warnings that the OS alerts you too. One can resolve an issue by simply clicking on the warning popup window to help address the issue. Check the reliability and performance monitor. This feature in windows vista keeps a record of all past performance records and one can see when the problem started to have issues. One can accurately pinpoint the program or hardware that was installed when performance issues started happening. Disabling Windows Search indexer, vista aero interface, and vista sidebar will speed up your computers system performance. Those programs use up...
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...Corerequisite: NT1210 Introduction to Networking or equivalent Course Description: This course introduces operating principles for the client-server based networking systems. Students will examine processes and procedures involving the installation, configuration, maintanence, troublshooting and routine adminstrative tasks of popular desktop operating system(s) for standalone and network client computers, and related aspects of typical network server functions. Client-Server Networking I Syllabus Where Does This Course Belong? 1st QTR GS1140 NT1110 GS1145 Problem Solving Theory Computer Structure and Logic Strategies for the Technical Professional 2nd QTR NT1210 Introduction to Networking NT1230 Client-Server Networking I MA1210 College Mathematics I 3rd QTR NT1310 NT1330 MA1310 4th QTR PT1420 NT1430 EN1320 5th QTR PT2520 NT2580 EN1420 6th QTR NT2640 NT2670 CO2520 7th QTR NT2799 SP2750 Physical Networking Client-Server Networking II College Mathematics II Introduction to Programming Linux Networking Composition I Database Concepts Introduction to Information Security Composition II IP Networking Email and Web Services Communications Network Systems Administration Capstone Project Group Theory The follow diagram indicates how this course relates to other courses in the NSA program: 1 Date: 8/31/2012 Client-Server Networking I Syllabus NT2799 NSA Capstone Project NT2580 Introduction to Information Security NT2670 Email and Web Services NT2640...
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...Case: Kodak’s Organizational Architecture Saint Leo University Abstract: Kodak dominated film and photography for a sustained period of time operating under near monopolistic conditions. During the 1980’s, advances in technology and communications gave birth to competition from Fuji and generic store brands. Kodak’s policies and organizational architecture were shown to be past their prime as Economics Darwinism set in. This paper will discuss factors prompting Kodak to make changes to existing architecture, mistakes made into those changes, and what should have been done differently. Case: Kodak’s Organizational Architecture The market environment in which Kadak operated in witnessed dramatic changes in the 1980s. Competition from Fuji and generic store brands began to erode Kodak’s market power and market share (Brickley, Smith, & Zimmerman, 2009, p. 358). Products such as Fuji’s high-quality film were brought to market within months rather than years because of the industries advances in communication, design capabilities, and robotics (Brickley, Smith, & Zimmerman, 2009, p. 358). The market saw substantial gain during this time frame however Kodak’s share price dropped 16 percent from $85 to $71 in 2 years (Brickley, Smith, & Zimmerman, 2009, p. 358). Kodak’s leadership determined that the company’s existing structure and organizational architecture did not allow for adaptability or responsiveness to market changes (Brickley, Smith, & Zimmerman...
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...Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy Map / Themes Measures / Targets Initiative Portfolios Funding / Stratex 3 ALIGN THE ORGANIZATION • • • • Business Units Support Units Employees Board of Directors Strategic Plan • Strategy...
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...Quarterly Newsletter of he T Volume 4 Issue 3, 3rd Quarter 2002 Integrators of Logistics & Distribution Systems Distribution Metrics: How Healthy Are You? By Phil Godden, Fortna, Inc. Most people today know two numbers relating to their health: their blood pressure and their cholesterol level. These are two indicators out of the hundreds available to our doctors that give insight into the state of our internal systems. These metrics let us know if adjustments are needed to maintain a healthy, vital existence. Many distribution professionals are not so lucky - they do not have enough data points to fully diagnose issues and opportunities deep within their operations. A good metric program is an indispensable tool for logistical improvement. In this article, we will discuss what makes a good metric, how to get started, what to measure, and what to do with the data once you have collected it. Objectives of Metrics We will refer to a metric as a piece of data that represents some aspect of a process. This data is methodically collected and reported in a fashion that gives managers insight into their operations. Good metrics have several basic objectives, including: · To measure business progress and performance · To measure key activities within processes and subprocesses · To improve business results Why Are Metrics Needed? Metrics are needed for a variety of reasons but perhaps the most important is reflected in this quote: “That which is not measured is most assuredly...
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...Automated Swimming Pool Cleaning System Introduction: Automated pool cleaning systems have been developed to reduce the amount of human effort required to keep a pool clean. Without a cleaning system the pool water would quickly become stagnant and a habitation for all sorts of micro-organisms. Algae would soon fill the pool turning the water and pool surfaces green. Not only is this an aesthetic problem it could potentially be a serious risk to a swimmer’s health. The overall purpose of the automated pool cleaning system is to provide a swimming environment in which the risk to the health of the swimmer caused by contact with the pool water is minimised; and provide an aesthetically pleasing appearance to the pool. This is achieved through ensuring that the swimming pool remains clean and free from algae and harmful micro-flora such as bacteria or even viruses. The major components of the cleaning systems are a filtration system, a chemical distribution system, an in-pool cleaning unit and a pumping system. Figure 1 is an illustration of a typical in-pool cleaning unit. The cleaning unit is connected to the inlet of the pool pump via the white hose seen in the picture. Cleaning units typically use the suction from the pump to propel themselves around the pool. In some cases however the cleaning unit is driven by pressure from the outlet of the pool pump or a separate electric motor mounted in the cleaning unit. The cleaning unit is designed to clean the underwater...
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...Prepare an activity-based budget 7. Describe responsibility centers and responsibility accounting 8. Explain how controllability relates to responsibility accounting II. CHAPTER SYNOPSIS Chapter 6 introduces the important topic of budgets. Budgets are the primary financial planning tool used by businesses. The chapter explains how businesses use budgets and budgeting as part of the management process. The concept of responsibility centers and responsibility accounting is also discussed and related to the concept of controllability. III. CHAPTER OUTLINE Budgets represent in financial and nonfinancial terms the plans of a business for a specified period of time. Financial budgets are, in essence, financial statements that report expected or proposed future activity instead of what has already occurred. Supporting these financial budgets are nonfinancial budgets that report expected or proposed future activity in areas such as number of employees, new products developed, and number of units produced or sold. (Exhibit 6-1 illustrates the link among strategy, planning, and budgets.) Do Chapter Quizzes # 1 and 2. Assign Problem 6-31. Budgets are an important part of a well-designed management control system. A well-designed and properly administered budget can motivate employees, provide feedback for evaluation of performance, and promote coordination between departments. Although companies still need...
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...RULES AND REGULATIONS OF M.B.A. PROGRAMME – 2010 The Master of Business Administration (M.B.A.) is a Post-Graduate course offered as: I. II. Two-year i.e., four semester Full time Day programme Three year, i.e., six semester Part-time programme offered to Working Executives and employees. 1. ELIGIBILITY CONDITIONS 1.1 M.B.A. (Day) Candidate seeking admission into Full Time M.B.A. (Day) programme must be: 1. Bachelor degree holder of Osmania University or a degree recognized by the university as equivalent thereto and /(or) as per the rules laid down by the University; 2. The candidate seeking admission must qualify in the Entrance Examination, conducted by the appropriate authority in the year of admission as per the norms prescribed by the University. 3. The admission of Non-resident Indians and candidates admitted in lieu of them will be as per the University Rules in force on the date of the admission. 4. Foreign candidates’ admission is based on the Screening Process of the University currently in vogue. 1.2 M.B.A. (Evening) Candidate seeking admission into Part-Time M.B.A. (Evening) Programme has to satisfy the following Conditions: 1. Must be a Bachelor Degree holder of Osmania University or a Degree recognized by the university as equivalent thereto and/ (or) as per the Rules laid down by the University. 2. The candidate seeking admission must qualify in the entrance examination conducted by the appropriate authority in the year of admission as per the norms prescribed...
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...CASE STUDY: BARCO PROJECTIONS SYSTEMS THE ISSUE Barco Projection Systems (BPS/Barco), a strong player in the Projection Systems business and the market leader in graphic projectors, were taken by surprise by competitor Sony’s offering of a superior graphics projector likely to be launched at a lower price. Barco needs to counter the new model by launching new and superior models quickly and re-pricing existing models. Team A’s rationale takes shape over the following pages. THE MAIN PLAYERS * Barco Projector Systems * Sony 5’ C’s ANALYSIS: Customers / Context / Company / Collaborators and Complementers / Competitors ANALYZING CUSTOMERS Customer for projection systems ranged across industry. Projection systems were used in training rooms and boards, in entertainment centres, in the gaming industry, and in airplanes and flight simulation rooms. Customers were sourced from a wide cross-section of industries. So the customer pool was huge, but also demanding. The products needed to keep up with constant improvements in computer and video technology. Customers typically bought a new projector every 5 years, and purchased more performance than needed because of the ever increasing computer scan rates. Focus needed to be on delighting customers and providing good after sales support because the repeat customers were important – for replacements every 5 years but more importantly as these customers expanded their...
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...The Development of a Measure of Business Process Orientation and its Link to the Interdepartmental Dynamics Construct of Market Orientation by Dr. Kevin McCormack President DRK Research and Consulting LLC Kmccormack@drkresearch.org tel.205-733-2096 fax 205-733-2094 2232 Baneberry Dr. Birmingham, AL 35244 March, 1999 ABSTRACT Interdepartmental and cross functional interaction are proposed to be critical to business success in today’s environment. Interdepartmental dynamics, a component of the Kohli and Jaworski market orientation framework, has been shown to influence market orientation and business performance. Several concepts have developed recently relating to and possibly further defining these components of market orientation. These are concepts of the business process orientation of an organization and the impact on interdepartmental and cross functional interaction. This study develops the construct of business process orientation (BPO) as it relates to interdepartmental dynamics. It also develops and validates the measures for BPO and tests the proposed relationship of BPO to interdepartmental dynamics. Copyright( - Property of Dr. Kevin McCormack. Do not copy without permission TABLE OF CONTENTS EXECUTIVE SUMMARY ………………………………………………………. 3 I. INTRODUCTION AND PURPOSE……………………………………… 4 II LITERATURE REVIEW (edited)………………………………………… 7 III RESEARCH DESIGN ……………………………………………………. 10 IV...
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...M&LF3 Manage business processes Overview | What this Unit is aboutThis Unit is about managing business processes to make sure the organisation delivers outputs that meet customers’ needs and stakeholders’ needs, and organisational and legal requirements.Who is the Unit for?The Unit is recommended for middle managers.Links to other UnitsThis Unit is linked to Unit B1. Develop and implement operational plans for your area of responsibility and E17. Outsource business processes in the overall suite of National Occupational Standards for Management and Leadership. | M&LF3 Manage business processes Skills | Listed below are the main generic ‘skills’ that need to be applied in managing business processes. These skills are explicit/implicit in the detailed content of the Unit and are listed here as additional information. * Communicating * Information management * Analysing * Assessing * Presenting information * Influencing * Persuading * Negotiating * Problem-solving * Prioritising * Thinking systematically * Thinking creatively * Reviewing | M&LF3 Manage business processes Performance CriteriaYou must be able to: | 1 Design processes that deliver outcomes based on organisational goals and aims. 2 Ensure processes and resources are sustainable and effective in their use. 3 Identify and provide the resources you need. 4 Take account of influences that may affect and shape how processes work. 5 Link processes so...
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...Find Out About in This Chapter The importance of managing system throughput The differences between cost-world orientation and throughput orientation The importance, and often the difficulty, of identifying constraints The five-step process of constraint management The circumstances in which the theory of constraints is valuable in increasing throughput How throughput accounting and appropriate performance measures can encourage a throughput emphasis Management Accounting for Change: Process Improvement and Innovation 5.1 INTRODUCTION...........................................................................................................................................85 5.2 MANAGING PROCESS THROUGHPUT ....................................................................................................85 5.2.1 Defining TOC...........................................................................................................................................86 5.3 NATURE OF THE ‘GLOBAL GOAL’ VS LOCAL PERFORMANCE MEASUREMENT ........................87 5.3.1 The Global Goal .......................................................................................................................................87 5.3.2 Local Performance Measurement .............................................................................................................87 5.3.3 Conflicts Between Local Performance and the Global Goal ............................................
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...and attributes required of employees of the University for proficient workplace performance. Application of the framework occurs in the context of an individual’s role, and the recognition that different competencies, and different levels of competency, are necessary to perform a given set of activities. DEFINITION Competency is defined as the ability to perform tasks and duties to the standard expected in employment. A competency standard is an industry-determined specification of performance which sets out the skills, knowledge and attitudes required to operate effectively in employment. Standards are made up of units of competency, which are themselves made up of elements of competency, together with performance criteria, a range of variables, and an evidence guide1. A competency framework describes a set of competency standards for employees and makes the expected knowledge and capabilities of employees explicit for those within and outside of the University. This set of standards has been determined by the University through a process of consultation and benchmarking. Competency frameworks are used by organisations to: • • • • • • Focus workplace performance on the organisation’s vision and values Align workplace behaviours with organisational objectives Provide a benchmark against which all individuals or a broad band of individuals can be evaluated for recruitment and selection, performance management, succession planning or promotion Facilitate matching people to roles...
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