The document discusses organizational structure and design. It defines key elements of organizational structure like departmentalization, chain of command, and span of control. It also examines factors that influence structural decisions such as strategy, size, technology, and environmental uncertainty. Different organizational designs are presented, including traditional functional and divisional structures as well as contemporary designs like team, matrix, and boundaryless structures. Challenges of designing organizations in today's environment are also outlined.
The document outlines key aspects of organizational structure and design discussed in Chapter 10, including:
1) Organizational structure involves decisions about work specialization, departmentalization, chain of command, span of control, and levels of centralization and formalization.
2) Organizational designs can be mechanistic or organic depending on factors like strategy, size, technology, and environmental uncertainty.
3) Common organizational designs include functional, divisional, team, matrix, and project-based structures. Contemporary designs emphasize flexibility over rigid hierarchies.
This document provides an overview of organizational structure and design. It discusses key elements of organizational structure like departmentalization, chain of command, span of control and centralization. It also covers factors that influence organizational design decisions such as strategy, size, technology and environmental uncertainty. Different organizational designs are described including traditional functional and divisional structures as well as contemporary team, matrix and project structures. The document emphasizes that organizational structure should support organizational strategy and adapt to contingencies in the external environment.
This document outlines the key topics covered in a chapter on organizational structure from a management textbook. It discusses traditional and contemporary views of work specialization and departmentalization. The five main forms of departmentalization are described. Additional concepts that are defined include chain of command, span of control, centralization, decentralization, and formalization. Factors that influence organizational design decisions such as strategy, size, technology, and environmental uncertainty are also examined. Common traditional and contemporary organizational designs like functional, divisional, team-based and matrix structures are contrasted.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses the six elements that influence design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also covers contingency factors like strategy, size, technology, and environment that influence design, and provides examples of traditional and contemporary organizational designs.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses factors that influence design decisions like work specialization, departmentalization, chain of command, span of control, and centralization. It also summarizes traditional design models like functional structures and divisional structures, as well as contemporary designs like team structures, matrix structures, and learning organizations.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
This document is an outline for a chapter on organizational structure and design. It defines key terms related to organizational structure such as departmentalization, chain of command, span of control, centralization, and formalization. It also discusses factors that influence organizational design decisions like strategy, size, technology, and environmental uncertainty. Finally, it outlines different types of common organizational structures including functional, geographic, product, process, and customer-based structures as well as team, matrix, and project-based organizations.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
The document outlines key aspects of organizational structure and design discussed in Chapter 10, including:
1) Organizational structure involves decisions about work specialization, departmentalization, chain of command, span of control, and levels of centralization and formalization.
2) Organizational designs can be mechanistic or organic depending on factors like strategy, size, technology, and environmental uncertainty.
3) Common organizational designs include functional, divisional, team, matrix, and project-based structures. Contemporary designs emphasize flexibility over rigid hierarchies.
This document provides an overview of organizational structure and design. It discusses key elements of organizational structure like departmentalization, chain of command, span of control and centralization. It also covers factors that influence organizational design decisions such as strategy, size, technology and environmental uncertainty. Different organizational designs are described including traditional functional and divisional structures as well as contemporary team, matrix and project structures. The document emphasizes that organizational structure should support organizational strategy and adapt to contingencies in the external environment.
This document outlines the key topics covered in a chapter on organizational structure from a management textbook. It discusses traditional and contemporary views of work specialization and departmentalization. The five main forms of departmentalization are described. Additional concepts that are defined include chain of command, span of control, centralization, decentralization, and formalization. Factors that influence organizational design decisions such as strategy, size, technology, and environmental uncertainty are also examined. Common traditional and contemporary organizational designs like functional, divisional, team-based and matrix structures are contrasted.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses the six elements that influence design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also covers contingency factors like strategy, size, technology, and environment that influence design, and provides examples of traditional and contemporary organizational designs.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses factors that influence design decisions like work specialization, departmentalization, chain of command, span of control, and centralization. It also summarizes traditional design models like functional structures and divisional structures, as well as contemporary designs like team structures, matrix structures, and learning organizations.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
This document is an outline for a chapter on organizational structure and design. It defines key terms related to organizational structure such as departmentalization, chain of command, span of control, centralization, and formalization. It also discusses factors that influence organizational design decisions like strategy, size, technology, and environmental uncertainty. Finally, it outlines different types of common organizational structures including functional, geographic, product, process, and customer-based structures as well as team, matrix, and project-based organizations.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common traditional and contemporary designs are described, including functional, divisional, team, matrix, project, and boundaryless structures.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
The document defines organizational structure and organizational design. It discusses the key elements of organizational design including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then covers the purposes of organizing and different types of departmentalization. The document also discusses mechanistic versus organic organizational structures and how contingency factors like strategy, size, technology, and environmental uncertainty influence organizational design decisions.
This document provides an overview of organizational structure and design. It discusses the purposes of organizing work into jobs and departments. It defines organizational structure and organizational design, outlining six key elements of design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different types of departmentalization and their advantages/disadvantages are presented. Contingency factors that influence organizational design such as strategy, size, technology, and environment are also covered.
The document discusses organizational design and structure. It describes six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It contrasts mechanistic and organic structures and discusses factors like environmental uncertainty, technology, and strategy that influence which type of structure is best. Traditional design options like functional, divisional, and simple structures are described as well as more flexible contemporary designs like team, matrix, virtual organizations, and contingent workforces.
The document discusses organizational structure and its key elements. It defines work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It examines how these structural elements are determined by an organization's strategy, size, technology, and environment. Structures can range from simple to complex bureaucratic to organic designs like teams or virtual organizations. An organization's structure impacts employee behavior and different implicit models may influence perceptions of appropriate structures.
This document discusses organizational structure and design. It covers six key elements of organizational design: work specialization, departmentalization, chain of command, authority, responsibility, and span of control. It also contrasts mechanistic and organic structures, and discusses how factors like strategy, size, technology, and environmental uncertainty influence structural design choices. Traditional design options like functional, divisional, and matrix structures are described as well as newer flexible and virtual approaches to organizing work.
This document summarizes key aspects of organizational structure from a textbook chapter. It defines organizational structure as how job tasks are divided and coordinated, and identifies six key elements: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also describes common organization designs like bureaucracies, matrices, virtual organizations, and boundaryless organizations. The chapter examines how factors like strategy, size, technology, and environment influence structural design and how structure impacts employee behavior.
This document discusses organizational structure and design. It covers key elements of organizational design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional organizational designs like functional, divisional, and simple structures are described. Contemporary designs include team structures, matrix structures, project structures, and boundaryless organizations. Challenges of designing organizations in today's environment are also noted.
The document discusses organizational structure and its key elements. It defines organizational structure as the way that an organization arranges people and jobs. The key elements that determine structure are work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Structure is also influenced by factors like strategy, technology, environment, and organization size. Common structures include functional, divisional, matrix, flat versus tall hierarchies, and mechanistic versus organic designs. Structure impacts employee behavior - specialization increases productivity but reduces satisfaction while decentralization increases satisfaction.
This document discusses organizational structure and its key elements. It defines organizational structure as how job tasks are divided, grouped, and coordinated. It then identifies six key elements that define an organization's structure: (1) work specialization, (2) departmentalization, (3) chain of command, (4) span of control, (5) centralization/decentralization, and (6) formalization. It provides examples of common organizational designs like the simple structure, bureaucracy, and matrix structure. It also discusses new design options like team structures and virtual or boundaryless organizations.
1) Organizational structure refers to how job tasks are divided, grouped, and coordinated through elements like work specialization, departmentalization, and span of control.
2) Common structures include bureaucracies, matrix structures, and team structures, with characteristics suited to different strategies, sizes, technologies, and environments.
3) While bureaucracy remains prevalent, new structures aim to be flexible through teams, outsourcing, and boundaryless designs, though tradeoffs exist for control and coordination.
Organizational structures can take many forms depending on factors like the environment, size, technology, and strategy of the organization. The key elements of organizational structure include departmentalization based on functions, products, geography, or other approaches. Structures also determine the degree of centralization vs decentralization, hierarchy of authority, and span of control. Common structures are functional, product, geographic, matrix, team, and network-based, with hybrid approaches also used. The goal is designing structures that support business strategy and allow for effective coordination, communication, and achievement of goals.
This document discusses key concepts related to organizing in organizations. It covers differentiation and integration as fundamental concepts of organizing that involve dividing labor into specialized tasks while still coordinating work. Various structures are described such as mechanistic versus organic, as well as functional, product, geographic, and matrix designs. Elements of structure like departmentalization, the chain of command, and span of control are also summarized. Factors that determine organizational design are environment, size, technology, and strategy.
The document outlines key aspects of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization, decentralization, and formalization. It provides definitions and examples of different types of departmentalization including functional, geographic, product, process, and customer. Factors that influence decisions around centralization, decentralization, and span of control are also discussed.
This document discusses key elements of organizational structure:
1. It describes six elements that managers consider when designing an organizational structure: work specialization, departmentalization, chain of command, span of control, and centralization/decentralization.
2. Work specialization involves dividing work into separate tasks, which can increase efficiency but may cause problems if taken too far. Departmentalization refers to how jobs are grouped, such as by function, product, or customer.
3. Chain of command, authority, and responsibility define how instructions flow from high to low levels in the organization. Span of control refers to the number of direct reports a manager can effectively oversee.
The document describes the parts and functions of a lathe machine. It discusses the bed, headstock, tailstock, carriage, feed mechanism, and other major components. The headstock holds and rotates the workpiece while the carriage supports the cutting tool and allows it to move longitudinally. Common lathe operations like turning, facing, tapering and chamfering are also summarized. Safety practices and proper use of lathes, tool holders and accessories are emphasized.
The excess free cash flow model, excess operating cash flow model, and excess earnings model are all valuation methods that are equivalent to discounted cash flow (DCF) valuation under consistent implementation. They discount excess accounting earnings or residual income instead of excess free cash flows. The key difference between the models is how changes in working capital, accruals, and capital expenditures are treated. Specifically, the excess earnings model can be restated as the DCF model plus components related to changes in investments and accruals.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common traditional and contemporary designs are described, including functional, divisional, team, matrix, project, and boundaryless structures.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
The document defines organizational structure and organizational design. It discusses the key elements of organizational design including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then covers the purposes of organizing and different types of departmentalization. The document also discusses mechanistic versus organic organizational structures and how contingency factors like strategy, size, technology, and environmental uncertainty influence organizational design decisions.
This document provides an overview of organizational structure and design. It discusses the purposes of organizing work into jobs and departments. It defines organizational structure and organizational design, outlining six key elements of design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different types of departmentalization and their advantages/disadvantages are presented. Contingency factors that influence organizational design such as strategy, size, technology, and environment are also covered.
The document discusses organizational design and structure. It describes six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It contrasts mechanistic and organic structures and discusses factors like environmental uncertainty, technology, and strategy that influence which type of structure is best. Traditional design options like functional, divisional, and simple structures are described as well as more flexible contemporary designs like team, matrix, virtual organizations, and contingent workforces.
The document discusses organizational structure and its key elements. It defines work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It examines how these structural elements are determined by an organization's strategy, size, technology, and environment. Structures can range from simple to complex bureaucratic to organic designs like teams or virtual organizations. An organization's structure impacts employee behavior and different implicit models may influence perceptions of appropriate structures.
This document discusses organizational structure and design. It covers six key elements of organizational design: work specialization, departmentalization, chain of command, authority, responsibility, and span of control. It also contrasts mechanistic and organic structures, and discusses how factors like strategy, size, technology, and environmental uncertainty influence structural design choices. Traditional design options like functional, divisional, and matrix structures are described as well as newer flexible and virtual approaches to organizing work.
This document summarizes key aspects of organizational structure from a textbook chapter. It defines organizational structure as how job tasks are divided and coordinated, and identifies six key elements: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also describes common organization designs like bureaucracies, matrices, virtual organizations, and boundaryless organizations. The chapter examines how factors like strategy, size, technology, and environment influence structural design and how structure impacts employee behavior.
This document discusses organizational structure and design. It covers key elements of organizational design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional organizational designs like functional, divisional, and simple structures are described. Contemporary designs include team structures, matrix structures, project structures, and boundaryless organizations. Challenges of designing organizations in today's environment are also noted.
The document discusses organizational structure and its key elements. It defines organizational structure as the way that an organization arranges people and jobs. The key elements that determine structure are work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Structure is also influenced by factors like strategy, technology, environment, and organization size. Common structures include functional, divisional, matrix, flat versus tall hierarchies, and mechanistic versus organic designs. Structure impacts employee behavior - specialization increases productivity but reduces satisfaction while decentralization increases satisfaction.
This document discusses organizational structure and its key elements. It defines organizational structure as how job tasks are divided, grouped, and coordinated. It then identifies six key elements that define an organization's structure: (1) work specialization, (2) departmentalization, (3) chain of command, (4) span of control, (5) centralization/decentralization, and (6) formalization. It provides examples of common organizational designs like the simple structure, bureaucracy, and matrix structure. It also discusses new design options like team structures and virtual or boundaryless organizations.
1) Organizational structure refers to how job tasks are divided, grouped, and coordinated through elements like work specialization, departmentalization, and span of control.
2) Common structures include bureaucracies, matrix structures, and team structures, with characteristics suited to different strategies, sizes, technologies, and environments.
3) While bureaucracy remains prevalent, new structures aim to be flexible through teams, outsourcing, and boundaryless designs, though tradeoffs exist for control and coordination.
Organizational structures can take many forms depending on factors like the environment, size, technology, and strategy of the organization. The key elements of organizational structure include departmentalization based on functions, products, geography, or other approaches. Structures also determine the degree of centralization vs decentralization, hierarchy of authority, and span of control. Common structures are functional, product, geographic, matrix, team, and network-based, with hybrid approaches also used. The goal is designing structures that support business strategy and allow for effective coordination, communication, and achievement of goals.
This document discusses key concepts related to organizing in organizations. It covers differentiation and integration as fundamental concepts of organizing that involve dividing labor into specialized tasks while still coordinating work. Various structures are described such as mechanistic versus organic, as well as functional, product, geographic, and matrix designs. Elements of structure like departmentalization, the chain of command, and span of control are also summarized. Factors that determine organizational design are environment, size, technology, and strategy.
The document outlines key aspects of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization, decentralization, and formalization. It provides definitions and examples of different types of departmentalization including functional, geographic, product, process, and customer. Factors that influence decisions around centralization, decentralization, and span of control are also discussed.
This document discusses key elements of organizational structure:
1. It describes six elements that managers consider when designing an organizational structure: work specialization, departmentalization, chain of command, span of control, and centralization/decentralization.
2. Work specialization involves dividing work into separate tasks, which can increase efficiency but may cause problems if taken too far. Departmentalization refers to how jobs are grouped, such as by function, product, or customer.
3. Chain of command, authority, and responsibility define how instructions flow from high to low levels in the organization. Span of control refers to the number of direct reports a manager can effectively oversee.
The document describes the parts and functions of a lathe machine. It discusses the bed, headstock, tailstock, carriage, feed mechanism, and other major components. The headstock holds and rotates the workpiece while the carriage supports the cutting tool and allows it to move longitudinally. Common lathe operations like turning, facing, tapering and chamfering are also summarized. Safety practices and proper use of lathes, tool holders and accessories are emphasized.
The excess free cash flow model, excess operating cash flow model, and excess earnings model are all valuation methods that are equivalent to discounted cash flow (DCF) valuation under consistent implementation. They discount excess accounting earnings or residual income instead of excess free cash flows. The key difference between the models is how changes in working capital, accruals, and capital expenditures are treated. Specifically, the excess earnings model can be restated as the DCF model plus components related to changes in investments and accruals.
This document discusses decision analysis and different methods for making decisions under uncertainty. It introduces decision analysis concepts including alternative actions, states of nature, and outcomes. It then covers three decision making conditions: certainty, ignorance, and risk. Under risk, it discusses expected return/value and how to calculate it using probabilities and payoffs. It also introduces the concepts of maximax, maximin, expected value of perfect information, and utility functions to incorporate risk attitudes into decisions.
El documento presenta la capacitación de febrero 2016 para el personal de Innova Schools en Lima y provincias. Se capacitará a los profesores en grupos según su especialidad y nivel de experiencia, utilizando la modalidad grupo. Algunos profesores de provincia vendrán a Lima mientras que otros se capacitarán en su sede. Se detallan las fechas, lugares y procedimientos para la capacitación.
O documento descreve as principais fontes escritas do judaísmo rabínico, incluindo a Tanakh, os Targumim, os Midrashim e a Mishná. A tradição oral é central para o judaísmo rabínico e a Mishná foi compilada pelo Rabi Judá HaNassi para codificar a lei oral. O documento também lista importantes comentaristas como Rashi e Maimônides.
This document discusses cybercrime, including definitions, instruments, objectives, and legislation. It defines cybercrime as the use of computers or technology to commit illegal acts. Cybercrime can target computers themselves through malware or use computers as an intermediary to commit property, economic, personal, or political crimes. The document outlines international cooperation efforts and legal instruments addressing cybercrime, such as the Council of Europe's Convention on Cybercrime. The International Telecommunication Union works to develop model cybercrime laws and facilitate capacity building and international cooperation around combating cybercrime. Creating universally applicable international cybercrime legislation faces challenges due to the nature of cybercrime and political tensions between countries.
NeuroAIDS refers to the neurological complications caused by HIV infection in the central and peripheral nervous systems. It can be caused primarily by the virus or secondarily by opportunistic infections. The virus does not directly infect neurons but damages them indirectly by infecting microglia, macrophages and astrocytes in the brain. This leads to clinical syndromes involving cognitive, motor and behavioral dysfunction. Common conditions include AIDS dementia, peripheral neuropathy, vacuolar myelopathy and primary CNS lymphoma. Diagnosis involves brain imaging, spinal fluid analysis and biopsy. Treatment focuses on ART, managing symptoms, and treating any underlying opportunistic infections.
Blitz was a Portuguese music magazine established in 1984 that aligned itself with emerging underground music scenes in opposition to the dominant record industry. The magazine's journalists saw themselves as "militant" in their promotion of new artists and tastes over mainstream commercial music. Through its writing, Blitz advocated an "ideology of difference" that valued creativity, innovation, and authenticity over imitation, conservatism, and music made only for mass popularity. This ideological stance positioned the magazine and its journalism against the mainstream Portuguese music industry and in support of independent labels, radio shows, retailers, and other media that shared its focus on new and different artists.
El documento resume la situación demográfica y económica del Perú. La población peruana ha crecido constantemente entre 2001 y 2015. Lima es la región más poblada y ha aumentado su población en más de 7 millones de personas durante este período. La economía peruana ha experimentado un fuerte crecimiento en los últimos años, con tasas de crecimiento del PIB superiores al 6% en 2012, impulsada por la inversión privada y pública. Sin embargo, existen desafíos para garantizar un crecimiento sostenible a larg
Este documento resume el ciclo del hábito según Charles Duhigg y presenta una actividad para que los estudiantes identifiquen sus propias rutinas. Explica que el ciclo del hábito consta de cuatro pasos: 1) identificar la rutina, 2) experimentar las recompensas, 3) identificar el disparador de entrada y 4) tener un plan para modificar la conducta. Luego, pide a los estudiantes presentar una matriz de sus propias rutinas y recuerda que cambiar conductas lleva trabajo y esfuerzo.
Hatshepsut was the fifth pharaoh of the Eighteenth Dynasty in Egypt. She became regent after the death of Thutmose II until Thutmose III came of age, and they ruled jointly for some time. Hatshepsut challenged gender norms by taking on the role and image of a male pharaoh. She initiated extensive building projects and expanded trade networks during her prosperous reign, establishing herself as a powerful ruler through relationship with the god Amen and portrayals of her divine authority.
The document describes accounting procedures for merchandising businesses, including inventory systems, purchasing and selling inventory, adjusting entries, and closing entries. It discusses two types of inventory systems - perpetual and periodic - and how to account for purchases and sales under a perpetual system. Specific topics covered include journalizing purchases and returns, payments with and without discounts, sales and returns/allowances, and closing revenue, expense, and inventory accounts at year end. Worked examples are provided to illustrate accounting for inventory purchases, sales, returns and allowances, and payment terms.
The document provides information about Beach Day Coolers, including its trial balance, adjusting entries, income statement, statement of owner's equity, and balance sheet for the year ended December 31, 2012. Key points covered include adjusting the inventory account based on a physical count, and carrying other merchandising accounts like sales revenue and cost of goods sold. The worksheet procedures are the same as for a service business.
The document discusses accounting concepts such as journals, ledgers, debits and credits, and the transaction recording process. It provides examples of journalizing transactions, posting to T-accounts, and preparing a trial balance. Key steps covered include identifying accounts and amounts, determining if accounts increase or decrease using debit/credit rules, recording in the journal, and copying to the ledger. The goal is for total debits to equal total credits on the trial balance.
The document provides information on inventory accounting principles and methods. It defines inventory costing methods such as specific unit cost, FIFO, LIFO, and average cost. It demonstrates how to account for perpetual inventory using each of these three main costing methods. The effects of the different costing methods on ending inventory, cost of goods sold, and net income are compared. The document also discusses applying the lower-of-cost-or-market rule to inventory valuation and estimating ending inventory using the gross profit method.
Worksheet for a Merchandising Business.pptJiaJunWang17
The document provides information about Beach Day Coolers, including its trial balance, adjusting entries, income statement, statement of owner's equity, and balance sheet for the year ended December 31, 2012. Key points covered include adjusting the inventory account based on a physical count, and preparing the multiple financial statements and closing entries.
The revolutions in Tunisia and Egypt shared some similarities but ultimately led to different outcomes. Both overthrew long-standing authoritarian regimes in 2011 but Tunisia has transitioned more successfully to democracy while Egypt has reverted to authoritarianism. Key factors in Tunisia's success include stronger civil society, political compromise across ideological lines, and support from international actors for democratic reforms. Egypt has struggled due to political polarization, an influential military with authoritarian tendencies, and a lack of consensus on democratic values and institutions.
This study Examines the Effectiveness of Talent Procurement through the Imple...DharmaBanothu
In the world with high technology and fast
forward mindset recruiters are walking/showing interest
towards E-Recruitment. Present most of the HRs of
many companies are choosing E-Recruitment as the best
choice for recruitment. E-Recruitment is being done
through many online platforms like Linkedin, Naukri,
Instagram , Facebook etc. Now with high technology E-
Recruitment has gone through next level by using
Artificial Intelligence too.
Key Words : Talent Management, Talent Acquisition , E-
Recruitment , Artificial Intelligence Introduction
Effectiveness of Talent Acquisition through E-
Recruitment in this topic we will discuss about 4important
and interlinked topics which are
Open Channel Flow: fluid flow with a free surfaceIndrajeet sahu
Open Channel Flow: This topic focuses on fluid flow with a free surface, such as in rivers, canals, and drainage ditches. Key concepts include the classification of flow types (steady vs. unsteady, uniform vs. non-uniform), hydraulic radius, flow resistance, Manning's equation, critical flow conditions, and energy and momentum principles. It also covers flow measurement techniques, gradually varied flow analysis, and the design of open channels. Understanding these principles is vital for effective water resource management and engineering applications.
AI in customer support Use cases solutions development and implementation.pdfmahaffeycheryld
AI in customer support will integrate with emerging technologies such as augmented reality (AR) and virtual reality (VR) to enhance service delivery. AR-enabled smart glasses or VR environments will provide immersive support experiences, allowing customers to visualize solutions, receive step-by-step guidance, and interact with virtual support agents in real-time. These technologies will bridge the gap between physical and digital experiences, offering innovative ways to resolve issues, demonstrate products, and deliver personalized training and support.
https://www.leewayhertz.com/ai-in-customer-support/#How-does-AI-work-in-customer-support
Impartiality as per ISO /IEC 17025:2017 StandardMuhammadJazib15
This document provides basic guidelines for imparitallity requirement of ISO 17025. It defines in detial how it is met and wiudhwdih jdhsjdhwudjwkdbjwkdddddddddddkkkkkkkkkkkkkkkkkkkkkkkwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwioiiiiiiiiiiiii uwwwwwwwwwwwwwwwwhe wiqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq gbbbbbbbbbbbbb owdjjjjjjjjjjjjjjjjjjjj widhi owqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq uwdhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhwqiiiiiiiiiiiiiiiiiiiiiiiiiiiiw0pooooojjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjj whhhhhhhhhhh wheeeeeeee wihieiiiiii wihe
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Blood finder application project report (1).pdfKamal Acharya
Blood Finder is an emergency time app where a user can search for the blood banks as
well as the registered blood donors around Mumbai. This application also provide an
opportunity for the user of this application to become a registered donor for this user have
to enroll for the donor request from the application itself. If the admin wish to make user
a registered donor, with some of the formalities with the organization it can be done.
Specialization of this application is that the user will not have to register on sign-in for
searching the blood banks and blood donors it can be just done by installing the
application to the mobile.
The purpose of making this application is to save the user’s time for searching blood of
needed blood group during the time of the emergency.
This is an android application developed in Java and XML with the connectivity of
SQLite database. This application will provide most of basic functionality required for an
emergency time application. All the details of Blood banks and Blood donors are stored
in the database i.e. SQLite.
This application allowed the user to get all the information regarding blood banks and
blood donors such as Name, Number, Address, Blood Group, rather than searching it on
the different websites and wasting the precious time. This application is effective and
user friendly.
Null Bangalore | Pentesters Approach to AWS IAMDivyanshu
#Abstract:
- Learn more about the real-world methods for auditing AWS IAM (Identity and Access Management) as a pentester. So let us proceed with a brief discussion of IAM as well as some typical misconfigurations and their potential exploits in order to reinforce the understanding of IAM security best practices.
- Gain actionable insights into AWS IAM policies and roles, using hands on approach.
#Prerequisites:
- Basic understanding of AWS services and architecture
- Familiarity with cloud security concepts
- Experience using the AWS Management Console or AWS CLI.
- For hands on lab create account on [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
# Scenario Covered:
- Basics of IAM in AWS
- Implementing IAM Policies with Least Privilege to Manage S3 Bucket
- Objective: Create an S3 bucket with least privilege IAM policy and validate access.
- Steps:
- Create S3 bucket.
- Attach least privilege policy to IAM user.
- Validate access.
- Exploiting IAM PassRole Misconfiguration
-Allows a user to pass a specific IAM role to an AWS service (ec2), typically used for service access delegation. Then exploit PassRole Misconfiguration granting unauthorized access to sensitive resources.
- Objective: Demonstrate how a PassRole misconfiguration can grant unauthorized access.
- Steps:
- Allow user to pass IAM role to EC2.
- Exploit misconfiguration for unauthorized access.
- Access sensitive resources.
- Exploiting IAM AssumeRole Misconfiguration with Overly Permissive Role
- An overly permissive IAM role configuration can lead to privilege escalation by creating a role with administrative privileges and allow a user to assume this role.
- Objective: Show how overly permissive IAM roles can lead to privilege escalation.
- Steps:
- Create role with administrative privileges.
- Allow user to assume the role.
- Perform administrative actions.
- Differentiation between PassRole vs AssumeRole
Try at [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
Height and depth gauge linear metrology.pdfq30122000
Height gauges may also be used to measure the height of an object by using the underside of the scriber as the datum. The datum may be permanently fixed or the height gauge may have provision to adjust the scale, this is done by sliding the scale vertically along the body of the height gauge by turning a fine feed screw at the top of the gauge; then with the scriber set to the same level as the base, the scale can be matched to it. This adjustment allows different scribers or probes to be used, as well as adjusting for any errors in a damaged or resharpened probe.