Case 6: CitiBank 1. On a social standpoint‚ CitiBank is faced with more of their customers expanding their businesses globally and becoming e-enabled. Hence‚ CitiBank had to adapt to this new social trend by shifting to e-space. For instance‚ sophisticated‚ corporate customers wanted to collect payments online and have access to more efficient Web-enabled financial processes. Politically‚ regulators who became more cautious about privacy issues and wanted banks to be able to quickly identify
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different objective lenses; allows the lenses to rotate for viewing. 6. Base - Supports the microscope. One hand is placed under this when carrying the microscope. 7. Eyepiece - Contains a lens that magnifies about 10X. You look through this. 8. Fine Adjustment Knob - Moves the stage or body tube for focusing with the high-power objective lens. Focuses for details. 9. Course Adjustment Knob - Moves the body tube or stage for focusing with the low-power objective lens. 10
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between the ocular lens and the objective lens? Ocular lens is the lens you look through and objective lens is the lens that is close to the stage. 3. Where do you place the slide on the microscope? the stage under the stage clips 4. Which adjustment‚ course or fine‚ do you use when you are observing the highest power? Fine 5. What would the total magnification be if you are looking through the ocular and using each of the following objectives. Ocular |Objective|Total Magnification| 10x|4x|40x|
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of the microscope and describe the function of each A. Ocular Lens- the lens on the top of the microscope that look into with 10x or 15x power. B. Body Tube- Connects eye piece to the objective lens C. Revolving Nosepiece- holds two or more objectives lenses and can be rotated easily to change power D. Objective lenses- 4x‚ 10x‚ 40x‚ and 100x powers E. Stage- The flat plate where the slides are placed for observation F. Diaphragm- Generally a five hold disc placed under the stage. Used to vary the
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Case 1: Citibank Indonesia 1. Citibank’s budgeting process is based on a bottom-up method. It is not compromised of specific goals to be attained by individual operating units‚ but is composed for the corporation as a whole. Citibank was aiming for long-term goals‚ which call for profit growth of 12-15% per year‚ 1.25% return on assets‚ and 20% return on equity. These standards are set for the entire company‚ and individual sectors‚ such as international branches‚ usually set their own higher goals
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micrometers Experiment 2: Virtual Microscope Post-Lab Questions 1. After completing the m1 exercise in the “Try this” section‚ how tall is the letter e? Answer: about 1.8micrometers 2. What is the highest objective lens you can use to see the entire letter e? Answer: 10x is the highest objective lens where you can see the entire letter e . 3. The nuclei (the structure inside a cell that contains DNA) of the cheek cells have been stained using a special dye so that they appear purple. What shape
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1. Analysis of Budget Process at Citibank Direction and control of Citibank’s international branches are conducted via two formal management processes. Each year‚ top management sets sovereign risk limits for its independent branches based on proposals by country managers. Country managers may choose to operate with self-imposed limits below this upper guideline. Following‚ there is the budget setting process‚ where headquarters only provides administrative guidelines but not specific targets‚ with
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October 04‚ 2010 Citibank: Performance Evaluation In 1996‚ Citibank was an emergent banking institution attempting to increase its market share in the competitive Los Angeles area. In order to do so‚ the bank’s strategy was to focus slightly less on their financial growth‚ and much more on providing “a high level of service to its customers”. Management viewed this paradigm shift as “critical to the long term success of the franchise”. To implement these changes‚ a new Citibank employee performance
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I. Critical evaluation of Citibank performance evaluation form: Citibank corporate strategy: focused on combining excellent customer service strategy along with relationship banking to build a profitable competitive franchise. Customers were offered the convenience of choosing the type of service delivery‚ whether personal or remote. But as high end customers become more and more valuable to the bank‚ their service expectations also went up. Increased service demands included broad array of financial
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Harvard Business School 9-198-048 Rev. October 14‚ 1999 Citibank: Performance Evaluation Frits Seegers‚ President of Citibank California‚ was meeting with his management team to review the performance evaluation and bonus decisions for the California branch managers. James McGaran’s performance evaluation was next. Frits felt uneasy about this one. McGaran was manager of the most important branch in the Los Angeles area‚ and his financials were impressive. A year ago he would have
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