UNIT 03 ORGANISING.ppt
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The document discusses various organizational structures and principles. It covers topics like centralization vs decentralization, different types of departmentalization, line and staff organizations, matrix structures, and informal groups. Some key principles discussed include Fayol's principles of unity of command and specialization, as well as Weber's emphasis on standardized procedures and qualifications-based promotions. The document also examines factors like span of control and how jobs can be designed to fit an organization's needs.
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Organisation
This chapter discusses organizational structures and how companies can adapt them to today's markets. It covers classical organizational theorists like Fayol and Weber and their principles of organization. Different types of organizational structures are presented like tall vs flat, centralized vs decentralized, line vs staff vs matrix structures. Factors that impact organizational design choices are also examined, such as span of control and departmentalization. The chapter concludes with discussions on virtual organizations, outsourcing, empowering employees, and adapting to change through organizational culture.
Assignment 10 The Good, the Bad, and the UglyInstructionsM.docx
Assignment 10: The Good, the Bad, and the Ugly
Instructions:
Most of you have some form of business experience, whether in management or as line staff. Each of you have witnessed small or significant decisions that turned out to be "good", "bad" and some right down complex and "ugly" outcomes with unintended or ignored consequences. I would request each of identify two "good, bad and ugly" decision outcomes from a business environment. Your goal this week is to explore the decisions by examining the following items:
· describe the situation/circumstance in as much detail as possible keeping potential issues of confidentiality in mind.
· what was the outcome (s)
· what occurred in the decision-making process that influenced the "good, bad and ugly" outcome (s)
· what was the consequence of the outcomes
Please share your answer in 5 pages a written submission. I would suggest each item will probably take one page to explore in an appropriate manner!
1. Define leadership and shared leadership, and describe authentic leadership. Share a personal or professional experience representative of one of these.
Your response should be at least 200 words in length.
2. Consider your favorite teacher. What people-oriented and task-oriented leadership behaviors did he or she use effectively? In general, do you think students prefer an instructor who is more people-oriented or task-oriented? Explain your preference.
Your response should be at least 200 words in length.
3. Discuss cultural and gender similarities and differences in leadership. Share a personal or professional experience representative of one of these.
Your response should be at least 200 words in length.
4. Explain how the external environment, organizational size, technology, and strategy are relevant in the design of an organizational structure where you have worked.
Your response should be at least 200 words in length.
Designing
Organizational
Structures
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
13-2
Merritt’s Bakery’s Evolving
Organizational Structure
Merritt’s Bakery has grown
over the years, and
throughout this growth the
Tulsa, Oklahoma, company
has adapted its
organizational structure.
13-3
Organizational Structure Defined
• Division of labor and patterns
of coordination,
communication, workflow,
and formal power that direct
organizational activities
• Relates to many OB topics
(e.g. job design, teams,
power, work standards,
information flow)
13-4
Division of Labor
Subdividing work into separate jobs assigned
to different people
Division of labor is limited by ability to
coordinate work
Potentially increases work efficiency
Necessary as company grows and work
becomes more complex
13-5
Coordinating Work Activities
1. Informal communication
• Sharing information, forming common mental
models
• Good for flexibility, nonroutine and ambiguous
situations
• E ...
BUS110 Chap 8 - Adapting Organizations to Today’s Markets
The document discusses various ways that organizations can structure themselves and adapt to changing markets. It covers classic organizational structures proposed by theorists like Fayol and Weber, as well as more modern approaches like matrix organizations, cross-functional teams, and virtual corporations. The key aspects of different structures include centralization of authority, span of control, departmentalization, and transparency of information between organizations. Adapting structures and using specialist teams and outsourcing are presented as ways for companies to gain flexibility and respond to new business environments.
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1) Traditionally, logistics functions were dispersed but there is a trend toward aggregating related functions into a single management group to improve integration.
2) Organizations are also shifting from functional to process-based structures to break down barriers between departments and achieve end-to-end integration.
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Recommended
Organisation
This chapter discusses organizational structures and how companies can adapt them to today's markets. It covers classical organizational theorists like Fayol and Weber and their principles of organization. Different types of organizational structures are presented like tall vs flat, centralized vs decentralized, line vs staff vs matrix structures. Factors that impact organizational design choices are also examined, such as span of control and departmentalization. The chapter concludes with discussions on virtual organizations, outsourcing, empowering employees, and adapting to change through organizational culture.
Assignment 10 The Good, the Bad, and the UglyInstructionsM.docx
Assignment 10: The Good, the Bad, and the Ugly
Instructions:
Most of you have some form of business experience, whether in management or as line staff. Each of you have witnessed small or significant decisions that turned out to be "good", "bad" and some right down complex and "ugly" outcomes with unintended or ignored consequences. I would request each of identify two "good, bad and ugly" decision outcomes from a business environment. Your goal this week is to explore the decisions by examining the following items:
· describe the situation/circumstance in as much detail as possible keeping potential issues of confidentiality in mind.
· what was the outcome (s)
· what occurred in the decision-making process that influenced the "good, bad and ugly" outcome (s)
· what was the consequence of the outcomes
Please share your answer in 5 pages a written submission. I would suggest each item will probably take one page to explore in an appropriate manner!
1. Define leadership and shared leadership, and describe authentic leadership. Share a personal or professional experience representative of one of these.
Your response should be at least 200 words in length.
2. Consider your favorite teacher. What people-oriented and task-oriented leadership behaviors did he or she use effectively? In general, do you think students prefer an instructor who is more people-oriented or task-oriented? Explain your preference.
Your response should be at least 200 words in length.
3. Discuss cultural and gender similarities and differences in leadership. Share a personal or professional experience representative of one of these.
Your response should be at least 200 words in length.
4. Explain how the external environment, organizational size, technology, and strategy are relevant in the design of an organizational structure where you have worked.
Your response should be at least 200 words in length.
Designing
Organizational
Structures
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
13-2
Merritt’s Bakery’s Evolving
Organizational Structure
Merritt’s Bakery has grown
over the years, and
throughout this growth the
Tulsa, Oklahoma, company
has adapted its
organizational structure.
13-3
Organizational Structure Defined
• Division of labor and patterns
of coordination,
communication, workflow,
and formal power that direct
organizational activities
• Relates to many OB topics
(e.g. job design, teams,
power, work standards,
information flow)
13-4
Division of Labor
Subdividing work into separate jobs assigned
to different people
Division of labor is limited by ability to
coordinate work
Potentially increases work efficiency
Necessary as company grows and work
becomes more complex
13-5
Coordinating Work Activities
1. Informal communication
• Sharing information, forming common mental
models
• Good for flexibility, nonroutine and ambiguous
situations
• E ...
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The document discusses various ways that organizations can structure themselves and adapt to changing markets. It covers classic organizational structures proposed by theorists like Fayol and Weber, as well as more modern approaches like matrix organizations, cross-functional teams, and virtual corporations. The key aspects of different structures include centralization of authority, span of control, departmentalization, and transparency of information between organizations. Adapting structures and using specialist teams and outsourcing are presented as ways for companies to gain flexibility and respond to new business environments.
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This document provides an overview of organizations and information systems. It discusses key topics such as characteristics of organizations including routines, politics, culture and structure. It also covers the impact of information systems on management decision making. Managers are increasingly using technology to design company structure, create alliances, choose systems to support workers, and accept collaborative technologies. Information systems are affecting management decision making by enabling better access to information.
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This document discusses relationship management in supply chain organizations. It covers topics like functional aggregation, process integration, and developing collaborative relationships. The key points are:
1) Traditionally, logistics functions were dispersed but there is a trend toward aggregating related functions into a single management group to improve integration.
2) Organizations are also shifting from functional to process-based structures to break down barriers between departments and achieve end-to-end integration.
3) Developing collaborative relationships requires initiating partnerships carefully, implementing them starting small, maintaining them through goals and feedback, and building trust over time through reliability, information sharing, and consideration of partners' interests.
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This document discusses different types of organizational structures:
- Functional organization structures departments by specialized functions and has advantages like use of experts but disadvantages like lack of flexibility.
- Line organization structures positions in a clear chain of command and has advantages like flexibility but disadvantages like neglecting specialists.
- Line and staff organization combines functional departments and clear lines of authority, having advantages like expert advice but also potential friction between departments.
- Project organization structures roles around completion of specific projects and is applied in industries like electronics, chemicals, advertising and aerospace.
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Organizational structure refers to the framework of rules, roles, hierarchies, and relationships that define how an organization operates and how its resources are allocated. It determines how tasks are divided, coordinated, and controlled to achieve the organization's goals. In this comprehensive exploration of organizational structure, we will delve into its importance, various types, factors influencing structure design, and the implications of different structures on organizational behavior and performance.
1. Importance of Organizational Structure:
Organizational structure is crucial for several reasons:
Clarity and Direction: It provides clarity regarding roles, responsibilities, and reporting relationships, helping employees understand their place within the organization and the expectations associated with their positions.
Efficiency: A well-designed structure facilitates the efficient allocation of resources, coordination of activities, and execution of tasks, leading to increased productivity and cost-effectiveness.
Flexibility and Adaptability: Organizational structure determines how decisions are made and how information flows within the organization. A flexible structure can adapt to changing internal and external environments, enabling the organization to respond quickly to opportunities and challenges.
Accountability: Clear lines of authority and responsibility established by the organizational structure ensure accountability for outcomes and performance, promoting transparency and fairness.
Culture and Identity: Organizational structure reflects the organization's values, culture, and identity, influencing employee behavior, attitudes, and morale.
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Functional Structure: In a functional structure, the organization is divided into departments based on functions or activities, such as marketing, finance, operations, and human resources. Each department is responsible for specific tasks related to its function, and employees report to functional managers.
Divisional Structure: A divisional structure organizes the organization into semi-autonomous divisions or business units based on products, services, geographic regions, or customer segments. Each division operates as a separate entity with its own functional departments and leadership.
Matrix Structure: A matrix structure combines elements of both functional and divisional structures, creating dual reporting relationships. Employees report to both functional managers and project managers or divisional heads, depending on the nature of their work. This structure facilitates cross-functional collaboration and resource sharing.
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Fore more updates Visit Website
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Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its goals. The control process involves establishing objectives and standards, measuring actual performance, comparing results, and taking necessary actions. Controls can be preliminary, concurrent, or postaction. Managers use internal controls that rely on self-control and external controls involving direct supervision. Organizations implement control systems through various management processes, compensation, employee discipline, information, operations management, and quality control.
boolean-logic.pptx
George Boole developed Boolean logic, which uses operators like AND, OR, and NOT to represent logical statements in mathematics and digital electronics. Boolean logic is the basis for digital electronics and computers, where circuits called gates can be combined to perform logical operations and computations using binary numbers represented as 1s and 0s.
1-DSP Fundamentals.ppt
This document discusses fundamentals of digital signal processing including Fourier transforms of continuous and discrete time signals, properties of the discrete time Fourier transform, linear time invariant systems and the z-transform, and digital filter design. Key topics covered include the Fourier transform mapping analog frequencies to digital frequencies, conditions for aliasing, design of finite impulse response filters using the equiripple algorithm to minimize errors between ideal and actual frequency responses.
Review report-template_ECE_AVSEC (10_09_2014).pptx
- The document is the monthly review report of the Electronics and Communication Engineering department of AVS Engineering College.
- It summarizes student enrollment numbers, syllabus coverage and test performance details for various subjects across different years and semesters.
- Syllabus coverage and test performance details show deviations from targets and remedial actions taken like special classes.
- Overall pass percentages for tests are around 10-25% across subjects and need improvement.
unit 5.ppt
This document discusses different types of programmable logic devices including PLA, PAL, and ROM. PLAs are programmable logic arrays that contain a matrix of AND gates and OR gates that can be programmed to implement different logic functions. PALs are similar but have a fixed OR array. ROMs can also implement logic functions and act as a memory device where the address inputs select the output values. Examples are given of implementing logic functions using PLA, PAL, and ROM structures.
piezo ele.ppt.pptx
This document discusses piezoelectricity and its applications. Piezoelectricity was discovered in 1880 and refers to the generation of an electric field when pressure is applied to certain crystalline materials. Common applications include gas lighters, mobile keypads, floor mats, and energy harvesting from ambient vibrations in environments like gyms. Piezoelectric materials produce low voltages and microwatts of power, but can be arranged in series to increase output. In conclusion, piezoelectricity is a promising green energy source that converts ambient mechanical vibrations into usable electrical energy.
UNIT 2.ppt
Terrestrial microwave antennas are used for point-to-point communication between two locations and require line of sight. Different types of antennas exist depending on location, usage, and frequency, and their key electrical performance parameters include gain, front-to-back ratio, radiation pattern, return loss, and interport isolation. Common types discussed are parabolic, shielded, GRIDPAK, and focal plane antennas.
PPT-DC.pptx
This document provides an overview of the ECE5XX course on Principles of Digital Communications Systems. The course aims to provide a comprehensive coverage of digital communication theory and design at a graduate level. The first half will cover theoretical foundations, and the second half will cover advanced techniques. Key topics include optimal receiver design, signaling, multiple access techniques like CDMA and OFDM, and MIMO systems. Students are expected to understand digital communication principles and design optimal receivers. Evaluation will be based on exams, assignments, a project, and a paper presentation.
staffing.ppt
This document discusses strategies for staffing and directing an organization to implement its strategy. It covers hiring employees with the necessary skills, training existing staff, matching managers' styles to the organization's strategy, developing management through succession planning and performance reviews, addressing issues during downsizing, managing corporate culture, and using strategies like management by objectives and total quality management. International considerations for leading such as power distance and individualism vs. collectivism are also addressed.
UNIT 5 CONTROLLING.ppt
Controlling is a management function that involves monitoring performance, comparing results to objectives and standards, and taking corrective action. It aims to ensure the organization achieves its goals. The control process involves establishing objectives and standards, measuring actual performance, comparing results, and taking necessary actions. Controls can be preliminary, concurrent, or postaction. Managers use internal controls that rely on self-control and external controls involving direct supervision. Organizations implement control systems through various management processes, compensation, employee discipline, information, operations management, and quality control.
Organising unit ppt.ppt
This document summarizes key concepts from Chapters 12-18 related to organizing. It discusses principles of authority and span of management. It also covers topics like departmentalization, delegation of authority, reorganization, committees, quality management, and the informal organization. The main takeaways are that organizing involves dividing work, grouping activities, and allocating authority in a way that maximizes efficiency while empowering employees. Reorganization and continuous improvement are important to adapt to changes over time. Both formal and informal structures within an organization must be understood and leveraged to achieve goals.
More from KrishnaveniManickam3 (11)
Review report-template_ECE_AVSEC (10_09_2014).pptx
Review report-template_ECE_AVSEC (10_09_2014).pptx
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Software Engineering and Project Management - Software Testing + Agile Method...
Software Testing: A Strategic Approach to Software Testing, Strategic Issues, Test Strategies for Conventional Software, Test Strategies for Object -Oriented Software, Validation Testing, System Testing, The Art of Debugging.
Agile Methodology: Before Agile – Waterfall, Agile Development.
Object Oriented Analysis and Design - OOAD
This ppt gives detailed description of Object Oriented Analysis and design.
Mechanical Engineering on AAI Summer Training Report-003.pdf
Mechanical Engineering PROJECT REPORT ON SUMMER VOCATIONAL TRAINING
AT MBB AIRPORT
AI + Data Community Tour - Build the Next Generation of Apps with the Einstei...
AI + Data Community Tour - Build the Next Generation of Apps with the Einstei...Paris Salesforce Developer Group
Build the Next Generation of Apps with the Einstein 1 Platform.
Rejoignez Philippe Ozil pour une session de workshops qui vous guidera à travers les détails de la plateforme Einstein 1, l'importance des données pour la création d'applications d'intelligence artificielle et les différents outils et technologies que Salesforce propose pour vous apporter tous les bénéfices de l'IA.一比一原版(osu毕业证书)美国俄勒冈州立大学毕业证如何办理
原版一模一样【微信：741003700 】【(osu毕业证书)美国俄勒冈州立大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
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
办理(osu毕业证书)美国俄勒冈州立大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(osu毕业证书)美国俄勒冈州立大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(osu毕业证书)美国俄勒冈州立大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(osu毕业证书)美国俄勒冈州立大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Digital Twins Computer Networking Paper Presentation.pptx
A Digital Twin in computer networking is a virtual representation of a physical network, used to simulate, analyze, and optimize network performance and reliability. It leverages real-time data to enhance network management, predict issues, and improve decision-making processes.
Null Bangalore | Pentesters Approach to AWS IAM
#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/)
Design and optimization of ion propulsion drone
Electric propulsion technology is widely used in many kinds of vehicles in recent years, and aircrafts are no exception. Technically, UAVs are electrically propelled but tend to produce a significant amount of noise and vibrations. Ion propulsion technology for drones is a potential solution to this problem. Ion propulsion technology is proven to be feasible in the earth’s atmosphere. The study presented in this article shows the design of EHD thrusters and power supply for ion propulsion drones along with performance optimization of high-voltage power supply for endurance in earth’s atmosphere.
Computational Engineering IITH Presentation
This Presentation will give you a brief idea about what Computational Engineering at IIT Hyderabad has to offer.
Data Driven Maintenance | UReason Webinar
Discover the latest insights on Data Driven Maintenance with our comprehensive webinar presentation. Learn about traditional maintenance challenges, the right approach to utilizing data, and the benefits of adopting a Data Driven Maintenance strategy. Explore real-world examples, industry best practices, and innovative solutions like FMECA and the D3M model. This presentation, led by expert Jules Oudmans, is essential for asset owners looking to optimize their maintenance processes and leverage digital technologies for improved efficiency and performance. Download now to stay ahead in the evolving maintenance landscape.
Generative AI Use cases applications solutions and implementation.pdf
Generative AI solutions encompass a range of capabilities from content creation to complex problem-solving across industries. Implementing generative AI involves identifying specific business needs, developing tailored AI models using techniques like GANs and VAEs, and integrating these models into existing workflows. Data quality and continuous model refinement are crucial for effective implementation. Businesses must also consider ethical implications and ensure transparency in AI decision-making. Generative AI's implementation aims to enhance efficiency, creativity, and innovation by leveraging autonomous generation and sophisticated learning algorithms to meet diverse business challenges.
https://www.leewayhertz.com/generative-ai-use-cases-and-applications/
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODEL
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
一比一原版(uofo毕业证书)美国俄勒冈大学毕业证如何办理
原版一模一样【微信：741003700 】【(uofo毕业证书)美国俄勒冈大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
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
办理(uofo毕业证书)美国俄勒冈大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(uofo毕业证书)美国俄勒冈大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(uofo毕业证书)美国俄勒冈大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(uofo毕业证书)美国俄勒冈大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
原版制作(Humboldt毕业证书)柏林大学毕业证学位证一模一样
原件一模一样【微信：bwp0011】《(Humboldt毕业证书)柏林大学毕业证学位证》【微信：bwp0011】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问微bwp0011
【主营项目】
一.毕业证【微bwp0011】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【微bwp0011】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
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
SCALING OF MOS CIRCUITS m .pptx
this ppt explains about scaling parameters of the mosfet it is basically vlsi subject
Software Engineering and Project Management - Introduction, Modeling Concepts...
Introduction, Modeling Concepts and Class Modeling: What is Object orientation? What is OO development? OO Themes; Evidence for usefulness of OO development; OO modeling history. Modeling
as Design technique: Modeling, abstraction, The Three models. Class Modeling: Object and Class Concept, Link and associations concepts, Generalization and Inheritance, A sample class model, Navigation of class models, and UML diagrams
Building the Analysis Models: Requirement Analysis, Analysis Model Approaches, Data modeling Concepts, Object Oriented Analysis, Scenario-Based Modeling, Flow-Oriented Modeling, class Based Modeling, Creating a Behavioral Model.
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UNIT 03 ORGANISING.ppt
- 1. * * * 8-1 1-1 McGraw-Hill/Irwin Understanding Business, 8e © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. Nickels McHugh McHugh * * Adapting Organizations to Today’s Markets 8 CHAPTER * * *
- 2. * * * 8-2 Structuring an Organization Comprises: • Accountability • Allocating Resources • Establishing Procedures • Division of Labor • Team Tasks • Assigning Responsibility/ Authority
- 3. * * * 8-3 Fayol’s Principles of Organization • Unity of Command • Hierarchy of Authority • Division of Labor • Subordination of Individual Interest to the General Interest • Authority • Degree of Centralization • Clear Communication Channels • Order • Equity • Esprit de Corps
- 4. * * * 8-4 Weber’s Organizational Principles • Job Descriptions • Written Rules • Procedures, Regulations, Policies • Staffing/Promotions Based on Qualifications
- 5. * * * 8-5 Centralization (No Delegation) Advantages • Greater Top- Management Control • More Efficiency • Simpler Distribution System • Stronger Brand/Corporate Image Disadvantages • Less Responsiveness to Customers • Less Empowerment • Interorganizational Conflict • Lower Morale Away from Headquarters
- 6. * * * 8-6 Decentralization (Delegate Authority) Advantages • Better Adaptation to Customer Wants • More Empowerment of Workers • Faster Decision Making • Higher Morale Disadvantages • Less Efficiency • Complex Distribution System • Less Top-Management Control • Weakened Corporate Image
- 7. * * * 8-7 Organizational Structures Tall Organizations • Many Layers of Management • High Cost of Management • Narrow Span of Control Flat Organizations • Current Trend • Creation of Teams • Broad Span of Control
- 8. * * * 8-8 How to Make Jobs Fit Your Company (Part 1 of 2) Each manager must ask: • What resources do I control to accomplish my tasks? • What measures will be used to evaluate my performance? • Who do I need to interact with and influence to achieve my goals? • How much support can I expect when I reach out to others for help? Source: HBS Working Knowledge, October 31,2005
- 9. * * * 8-9 How to Make Jobs Fit Your Company (Part 2 of 2) Four Basic Spans of a Job: • The Span of Control • The Span of Accountability • The Span of Influence • The Span of Support Source: HBS Working Knowledge, October 31,2005
- 10. * * * 8-10 Span of Control - Narrow Advantages • More Control by Top Management • More Chances for Advancement • Greater Specialization • Closer Supervision Disadvantages • Less Empowerment • Higher Costs • Delayed Decision Making • Less Responsiveness to Customers
- 11. * * * 8-11 Span of Control - Broad Advantages • Reduced Costs • More Responsiveness to Customers • Faster Decision Making • More Empowerment Disadvantages • Fewer Chances for Advancement • Overworked Managers • Loss of Control • Less Management Expertise
- 12. * * * 8-12 Advantages • Skill Development • Economies of Scale • Good Coordination Departmentalization by Function Disadvantages • Lack of Communication • Employees Identify with Department • Slow Response to External Demands • Narrow Specialists • Groupthink
- 13. * * * 8-13 Departmentalization • By Product • By Function • By Customer Group • By Geographic Location • By Process
- 14. * * * 8-14 Line Organizations Advantages • Clear Authority & Responsibility • Easy to Understand • One Supervisor Per Employee Disadvantages • Inflexible • Few Specialists for Advice • Long Line of Communication • Difficult to Handle Complex Decisions
- 15. * * * 8-15 Line/Staff Organizations Line Personnel • Formal Authority • Make Policy Decisions Staff Personnel • Advise Line Personnel • Assist Line Personnel
- 16. * * * 8-16 Matrix Organizations Advantages • Flexibility • Cooperation & Teamwork • Creativity • More Efficient Use of Resources Disadvantages • Costly/Complex • Confusion in Loyalty • Requires Good Interpersonal Skills & Cooperation • Not Permanent
- 17. * * * 8-17 Important Conditions for Small Teams 1. Clear Purpose 2. Clear Goals 3. Correct Skills 4. Mutual Accountability 5. Shift Roles When Appropriate Source: CIO Dec 2003
- 18. * * * 8-18 Networking • Real Time • Transparency • Virtual Corporations
- 20. * * * 8-20 Benefits and Concerns of Healthcare Outsourcing Benefits • Provides Enough Staff to Operate the Facility • Cost Savings Concerns • Lower Employee Morale • Liability • Should Patients be Informed • Confidentiality & Security Source: Healthcare Financial Management, 2005
- 21. * * * 8-21 Which Jobs Will Be Outsourced Next? 0% 2% 4% 6% 8% 10% 12% Customer Support/Sales Information Technology Manufacturing Source: USA Today
- 22. * * * 8-22 Adapting to Change • Restructuring for Empowerment • Focusing on the Customer • Creating a Change-Oriented Organizational Culture • The Informal Organization
- 23. * * * 8-23 Layers of Authority- Traditional • Top Managers- Decision Makers • Middle Managers- Develops Rules & Procedures • Workers and Supervisors
- 24. * * * 8-24 Inverted Organization Structure Empowered front- line workers Support Personnel Top Mgmt.
- 25. * * * 8-25 Examples of Informal Group Norms • Do your job but don’t produce more than the rest of the group. • Don’t tell off-color jokes or use profane language among group members. • Listen to the boss and use his/her expertise but don’t trust him/her. • Everyone is to be clean/organized at the workstation.
- 26. * * * 8-26 • Never side with managers in a dispute involving group members. • Respect/help your fellow group members on the job. • Criticize the organization only among group members-- never among strangers. • Drinking is done off-the-job-- Never at work! More Examples of Informal Group Norms