Faculty Publications Management School 1-1-2009 Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management Ming Zhou San Jose State University, ming.zhou@sjsu.edu J. Yi. Saint Joseph's University, Philadelphia, PA T. Park San Jose State University Follow this and additional works at: http://scholarworks.sjsu.edu/org_mgmt_pub Part of the Business Administration, Management, and Operations Commons
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Project Economics and Management Paper Code: 3.1 Unit-1 Concepts of projects; project identification; formulation, analysis, risk, planning, design, report and appraisal; location of an enterprise; factory design and layout. Unit-II Understanding financial analysis; ratio analysis; fund flow analysis; breakeven analysis; social cost-benefit analysis; budgeting and planning process. Unit-III Sources of development finance; institutional finance to entrepreneurs; working capital management; incentives and
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2-23-2006 Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study Qing Hu Florida Atlantic University, qhu@fau C. Derrick Huang Florida Atlantic University, dhuang@fau Follow this and additional works at: http://aisel.aisnet.org/cais Recommended Citation Hu, Qing and Huang, C. Derrick (2006) "Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study," Communications of the Association for Information Systems: Vol. 17, Article 8.
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TABLE OF CONTENTS Executive Summary 3 Problem Statement 4 Objective 4 Question A 5 Question B 8 Question C 11 Question D 15 Bibliography 16 Executive Summary This Case Study is about a leading “Regions Manufacturing” which is a multi-national company that produces quality computer spare parts. The Company has been in existence for the past 30 years. Regions have been a well-known company on its reputation for holding on to its employees, which prevailed a
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Employee Relations in a Changing Environment The case study clearly enlightens those others companies of Alum-Titan’s size have established a reliable and effective human resource functions. In Alum-Titan’s, the management has to perform duties designed for the function; this tends to load more obligations to the management. As a result, there has been wastage of time that could have used to attend to other duties. Moreover, though the management has tried to somehow perform the tasks, lack of human
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This paper presents clinically-based studies of two acquisitions that received very different stock market reactions at announcementCone positive and one negative. Despite the differing market reactions, we find that, ultimately, neither acquisition created value overall. In exploring the reasons for the acquisition outcomes, we rely primarily on interviews with managers and on internally generated performance data. We compare the results of these analyses to those from analyses of post-acquisition
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opportunities and pressures. The purpose of this paper is to focus on the effects of IT related organizational changes on the management accounting function and to contribute to the body of knowledge about to what extent IT affects the ability to solve accounting tasks. The relationship between IT and accounting practices was investigated qualitatively using six case studies and we will measure the impact of IT on accountants’ tasks. The findings suggest a tendency for change and the decentralization
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challenge presented by sustainability, and identify the competitive opportunities on the other hand. In the following case study we will research how does the model of Johnson et al. (2001) can be applied in the case of a parent company and its subsidiaries. Literature review Sustainability issues are becoming a powerful determinant of a company’s competitiveness and financial performance and therefore is sustainability rapidly becoming a new competitive advantage. The interest in the sustainability
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Introduction 2 Analysis of the case 3 What are the issues in this case? 3 What in your view is the most important issue? 5 Conclusion and recommendations 8 Conclusion 8 Recommendations 9 Discuss the manner in which you could solve the main issue. 9 1. Strengthen the communication process of the organization. 9 2. The company should identify human resource as a strategic resource. 10 Introduction This case study is based on a TV set manufacturing
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Business Administration International Programme OPERATIONS MANAGEMENT ASSIGNMENT OCTOBER 2010 – SEPTEMBER 2011 Sections: Page 1 Course Overview 2 2 Assignment topics 4 3 Writing up your assignment (Individual or Group) 7 4 Guide to approaching case studies 12 Class title Operations Management Credits 10 Class aims Operations Management refers to those activities which are more or less directly concerned
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