Introduction to Management : ChoiGrace
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Management involves achieving goals efficiently through human and material resources. It focuses on effectiveness and efficiency. Ford's decision to use a Ford chassis for its Jaguar X-Type was efficient but ineffective, as consumers found it lacked character and sales lagged. The most important management resource is human resources. Management involves planning, organizing, staffing, leading and controlling functions to direct an organization toward its objectives.
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not have the critical mass to compete with the larger names in the �ield. The balance sheet was in bad shape, and the
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06652 Topic: Emergency management
Number of Pages: 2 (Double Spaced)
Number of sources: 3
Writing Style: APA
Type of document: Essay
Academic Level:Undergraduate
Category: Law
Language Style: English (U.S.)
Order Instructions: ATTACHED
Create an essay based on community communication capabilities, goals, and problems.
Create a real-world scenario of an all-hazards event such as a major fire, earthquake, or terrorist attack.
The scenario will be of your own choosing and imaginative process, but it must be written as if it were being presented to a local city council.
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zim6455X_fm_i-xiv.indd i 12/11/15 11:39 AM
Ninth Edition
Accounting for
Decision Making
and Control
Jerold L. Zimmerman
University of Rochester
Final PDF to printer
zim6455X_fm_i-xiv.indd ii 12/11/15 11:39 AM
ACCOUNTING FOR DECISION MAKING AND CONTROL, NINTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2017 by McGraw-Hill
Education. All rights reserved. Printed in the United States of America. Previous editions © 2014, 2009, and
2006. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a
database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not
limited to, in any network or other electronic storage or transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers outside the
United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6
ISBN 978-1-259-56455-0
MHID 1-259-56455-X
Senior Vice President, Products & Markets: Kurt L. Strand
Vice President, General Manager, Products & Markets: Marty Lange
Vice President, Content Design & Delivery: Kimberly Meriwether David
Managing Director: Tim Vertovec
Marketing Director: Brad Parkins
Brand Manager: Nichole Pullen
Director, Product Development: Rose Koos
Director of Digital Content: Patricia Plumb
Lead Product Developer: Ann Torbert
Product Developer: Erin Quinones
Marketing Manager: Cheryl Osgood
Digital Product Developer: Kevin Moran
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Describe the components of a general open systems model.
Describe how an open systems model applies to the training unit of an organization.
List and describe the interrelationships among the �ive phases of the training process model.
Explain how the training model can be applied to organizational improvement and problem solving.
Describe the challenges/opportunities facing training.
De�ine key terms used in the training literature.
Describe the bene�its of integrating organizational development and training principles.
Describe the differences in how small and larger businesses might implement the training process model.
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In July of 1996, Raymond Royer was named president and chief executive of�icer (CEO). This was quite a surprise
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mass. The goal was to become a preferred supplier. The competitive strategy had to focus on being innovative in
product design, high in product quality, and unique in customer service. At the same time, however, it had to do
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needed to bot.
Ck prahlad marketing guru
C.K. Prahalad was born in 1941 in Tamil Nadu, India. He received his bachelor's degree in physics from Loyola College in Chennai. After graduating, he worked for Union Carbide for four years. He then received his master's degree from the Indian Institute of Management Ahmedabad and his doctorate from Harvard Business School. Prahalad is known for introducing the concept of core competencies. He argued that companies should build capabilities in areas where they have unique skills and are difficult for competitors to replicate. Prahalad's work focused on strategies for business success and developing products and services for low-income consumers. He received many honors and awards for his influential work in business management and strategy.
06652 Topic Emergency managementNumber of Pages 2 (Double Spa.docx
06652 Topic: Emergency management
Number of Pages: 2 (Double Spaced)
Number of sources: 3
Writing Style: APA
Type of document: Essay
Academic Level:Undergraduate
Category: Law
Language Style: English (U.S.)
Order Instructions: ATTACHED
Create an essay based on community communication capabilities, goals, and problems.
Create a real-world scenario of an all-hazards event such as a major fire, earthquake, or terrorist attack.
The scenario will be of your own choosing and imaginative process, but it must be written as if it were being presented to a local city council.
Include conclusions and recommendations for installation, maintenance, and operation of communications equipment.
Address the human factor for communication breakdowns and requisite training for operators.
What is the role of a public spokesperson? Explain.
What qualifications should be required for a public spokesperson to assure accurate public information, minimize rumors, and provide instruction for evacuation and assistance before a predicted crisis, during an emergency, and after returning to a normal routine? Explain.
What strategies must be implemented at the local level to enhance communication and eliminate corresponding equipment problems that may arise during a crisis situation? Explain.
Be sure to reference all sources using APA format.
zim6455X_fm_i-xiv.indd i 12/11/15 11:39 AM
Ninth Edition
Accounting for
Decision Making
and Control
Jerold L. Zimmerman
University of Rochester
Final PDF to printer
zim6455X_fm_i-xiv.indd ii 12/11/15 11:39 AM
ACCOUNTING FOR DECISION MAKING AND CONTROL, NINTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2017 by McGraw-Hill
Education. All rights reserved. Printed in the United States of America. Previous editions © 2014, 2009, and
2006. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a
database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not
limited to, in any network or other electronic storage or transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers outside the
United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6
ISBN 978-1-259-56455-0
MHID 1-259-56455-X
Senior Vice President, Products & Markets: Kurt L. Strand
Vice President, General Manager, Products & Markets: Marty Lange
Vice President, Content Design & Delivery: Kimberly Meriwether David
Managing Director: Tim Vertovec
Marketing Director: Brad Parkins
Brand Manager: Nichole Pullen
Director, Product Development: Rose Koos
Director of Digital Content: Patricia Plumb
Lead Product Developer: Ann Torbert
Product Developer: Erin Quinones
Marketing Manager: Cheryl Osgood
Digital Product Developer: Kevin Moran
Digital Product Analyst: Xin Lin
Director, Content.
Business Model Transformation
This webinar discussed developing new business models to address changing market landscapes. It introduced the business model lifecycle and explained that organizations can transform their business models to jump to new lifecycle curves. Various business model frameworks and patterns were presented, including the Business Model Canvas. The webinar emphasized validating new business models through experiments to test desirability, feasibility, and viability before full execution. Examples of business model transformations were provided.
Employee Training and Development
The main recommendation is an accessible (and inexpensive) overview of the topic from the Harvard Business Essentials line of brief paperbacks; the alternative, a multidimensional case on mentoring.
Mb0047 summer 2014
This document provides questions and evaluation schemes for an assignment on Management Information Systems. It includes 6 questions:
1. Asks to discuss essential features of modern organizations and how information systems help them achieve their goals.
2. Describes the travelling salesman problem decision support tool and asks to provide a diagram.
3. Asks to list important properties of information goods and explain positive feedback with diagrams.
4. Discusses decision support systems and asks to explain the decision making process and different types of decisions.
5. Asks to define crowdsourcing and explain how the site Galaxy Zoo manages it.
6. Asks to provide examples of sensitive individual data.
MGT 394 Fall 2019 T. Brown 1 P a g e Adapted from .docx
MGT 394 Fall 2019 T. Brown
1 | P a g e
Adapted from Noe, Raymond, et al., Human Resource Management Gaining a Competitive
Advantage. McGraw-Hill Irwin, 2010.
Case #1: Strategy and HRM at Delta Airlines
Instructor’s note: The airline business is unusually treacherous. It is highly
competitive with lots of carriers going to the same places, it is also subject
to incredible regulatory requirements, and overnight changes in fuel costs.
With very little customer loyalty, airline seats sell almost like a commodity
where the lowest fare usually determines which airline many consumers
use. With this in mind, welcome to 1994 and your first written case in
HRM.
In 1994, top executives at Delta Airlines faced a critical strategic decision.
Delta, which had established an unrivaled reputation within the industry for
having highly committed employees who delivered the highest quality
customer service, had lost more than $10 per share for two straight years.
A large portion of its financial trouble was due to the $491 million
acquisition of Pan Am Airlines in 1991, which was followed by the Gulf War
(driving up fuel costs) and the early 1990’s recession (causing people to fly
less). Its cost per available seat mile (the cost to fly one passenger one
mile) was 9.26 cents, among the highest in the industry. In addition, it was
threatened by new discount competitors with significantly lower costs – in
particular Valujet, which flew out of Delta’s Atlanta hub. How could Delta
survive and thrive in such an environment? Determining the strategy for
doing so was the top executive’s challenge.
Chairman and chief executive officer Ron Allen embarked upon the
“Leadership 7.5” strategy, whose goal was to reduce the cost per available
seat mile to 7.5 cents, comparable to Southwest Airlines. Implementing
this strategy required a significant downsizing over the following three
years, trimming 11,458 people from its 69,555- employee workforce (the
latter number representing an 8 percent reduction from two years earlier).
Many experienced customer service representatives were laid off and
replaced with lower paid, inexperienced, part-time workers. Cleaning
service of planes as well as baggage-handling were outsourced, resulting
in layoffs of long-term Delta employees. The numbers of maintenance
workers and flight attendants were reduced substantially.
The results of the strategy were mixed as financial performance improved
but operational performance plummeted. Since it began its cost cutting, its
MGT 394 Fall 2019 T. Brown
2 | P a g e
Adapted from Noe, Raymond, et al., Human Resource Management Gaining a Competitive
Advantage. McGraw-Hill Irwin, 2010.
stock price more than doubled in just over two years and its debt was
upgraded. On the other hand, customer complaints about dirty airplanes
rose from 219 in 1993 to 358 in 1994 and 634 in 1995. On-time
performance was so bad that passenge.
MGT 394 Fall 2019 T. Brown 1 P a g e Adapted from .docx
MGT 394 Fall 2019 T. Brown
1 | P a g e
Adapted from Noe, Raymond, et al., Human Resource Management Gaining a Competitive
Advantage. McGraw-Hill Irwin, 2010.
Case #1: Strategy and HRM at Delta Airlines
Instructor’s note: The airline business is unusually treacherous. It is highly
competitive with lots of carriers going to the same places, it is also subject
to incredible regulatory requirements, and overnight changes in fuel costs.
With very little customer loyalty, airline seats sell almost like a commodity
where the lowest fare usually determines which airline many consumers
use. With this in mind, welcome to 1994 and your first written case in
HRM.
In 1994, top executives at Delta Airlines faced a critical strategic decision.
Delta, which had established an unrivaled reputation within the industry for
having highly committed employees who delivered the highest quality
customer service, had lost more than $10 per share for two straight years.
A large portion of its financial trouble was due to the $491 million
acquisition of Pan Am Airlines in 1991, which was followed by the Gulf War
(driving up fuel costs) and the early 1990’s recession (causing people to fly
less). Its cost per available seat mile (the cost to fly one passenger one
mile) was 9.26 cents, among the highest in the industry. In addition, it was
threatened by new discount competitors with significantly lower costs – in
particular Valujet, which flew out of Delta’s Atlanta hub. How could Delta
survive and thrive in such an environment? Determining the strategy for
doing so was the top executive’s challenge.
Chairman and chief executive officer Ron Allen embarked upon the
“Leadership 7.5” strategy, whose goal was to reduce the cost per available
seat mile to 7.5 cents, comparable to Southwest Airlines. Implementing
this strategy required a significant downsizing over the following three
years, trimming 11,458 people from its 69,555- employee workforce (the
latter number representing an 8 percent reduction from two years earlier).
Many experienced customer service representatives were laid off and
replaced with lower paid, inexperienced, part-time workers. Cleaning
service of planes as well as baggage-handling were outsourced, resulting
in layoffs of long-term Delta employees. The numbers of maintenance
workers and flight attendants were reduced substantially.
The results of the strategy were mixed as financial performance improved
but operational performance plummeted. Since it began its cost cutting, its
MGT 394 Fall 2019 T. Brown
2 | P a g e
Adapted from Noe, Raymond, et al., Human Resource Management Gaining a Competitive
Advantage. McGraw-Hill Irwin, 2010.
stock price more than doubled in just over two years and its debt was
upgraded. On the other hand, customer complaints about dirty airplanes
rose from 219 in 1993 to 358 in 1994 and 634 in 1995. On-time
performance was so bad that passenge.
course module of IHRM
This document outlines the content and structure of an International Human Resource Management module. The module aims to teach students about managing human resources across different countries and cultures. It includes 12 lectures on topics like cultural differences, compensation systems, expatriates, and more. Students will complete assignments involving case studies, research papers, and presentations. They will also engage in role-playing activities and case discussion sessions. The module uses a variety of pedagogical approaches and assessments to provide students with an in-depth understanding of international HRM challenges and best practices.
Building Blocks Of A Business Model
The document provides guidance on describing, assessing, and improving a business model. It explains that understanding and innovating one's business model is crucial for competing effectively today. The document then outlines a three step process: 1) Describe the current business model using nine building blocks including customer segments, value propositions, channels, and costs, 2) Assess the strengths, weaknesses, opportunities and threats of the current model, and 3) Improve and innovate the business model based on the assessment. Each of the nine building blocks is then explained in more detail to help with the description step.
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One Training in OrganizationsLearningObjectives.docx
06652 Topic Emergency managementNumber of Pages 2 (Double Spa.docx
06652 Topic Emergency managementNumber of Pages 2 (Double Spa.docx
MGT 394 Fall 2019 T. Brown 1 P a g e Adapted from .docx
MGT 394 Fall 2019 T. Brown 1 P a g e Adapted from .docx
MGT 394 Fall 2019 T. Brown 1 P a g e Adapted from .docx
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Introduction to Management : ChoiGrace
- 1. Introduction to Management and Organizations Introduction to Management
- 2. Objectives By the end of this lecture, the learners will be able to… Define management. List manager’s most important resources. Identify the 3 styles of management. Recall the importance of management. Label the management pyramid. Explain the different types of managers. Describe five functions of management.
- 3. Episode of “The Office” http://www.hulu.com/watch/239948/the-office-dwight-k-schrute-acting-manager
- 4. What is Management? Direction: Discuss with your peers.
- 5. Definition of Management The process of achieving desired results through the efficient utilization of human and material resources.
- 6. Two Key Concerns Effectiveness Efficiency
- 7. Example: Ford Motor Co. who owned Jaguar in 02 decided to trim costs in the British unit by using a Ford midsize chassis (Ford Taurus) for its Jaguar x-type sedan. At the same time they dropped the price on the x-type to less than 30k to attract more buyers. However, consumers were unimpressed and commented that the x type had no pizzazz. In fact, your humble instructor called it the Taurisationof the x-type. Sales of the x-type lagged.
- 8. Answer Ford’s actions were? Ineffective but efficient.
- 9. Important Resources Material Resources Informational Resources Human Resources < Most Important! Financial Resources
- 10. Is Management Art or Science?
- 11. 3 Styles of Management Democratic Autocratic Laissez-faire
- 12. Importance of Management The Industrial Revolution The economic effects Unskilled laborers Control 3 things caused by revolution Business failure?
- 13. Management Pyramid First Line Managers Middle Managers Top Managers
- 14. Line vs. Staff Managers Line: responsible for activities that directly affect the transformation process Staff: support the line managers efforts through their special expertise.
- 15. Functional vs General Functional: responsible for one area of activity General: responsible for many different areas of activity.
- 16. Administrators vs Managers Administrators: another name for a manager who manages in the public or not for profit sector Manager: manages in the private or profit sector.
- 17. Functions of Management Planning Organizing Staffing Leading Controlling
- 18. Pop Quiz!