Spring 2015 BUAD 301 Monday 4:00 to 6:45 pm Professor: Colin S. Innes Office: Mihaylo 4175 Office Hours: MTWR 9:45 to 10:45 am e-mail: cinnes@fullerton.edu Course Prerequisites: Grade of C or above in English 101 and BUAD 201‚ or their equivalents. You may not be enrolled in BUAD 201 and BUAD 301 simultaneously. Course Description: In BUAD 301 you will build upon skills acquired and developed in BUAD 201. Using these basic‚ but crucial‚ communication
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Department: Institute of Cognitive Science (2201 Dunton Tower) Course number (including section letter): CGSC 1001a‚ CGSC 1001t Instructor’s name; office location & phone; email address; office hours: Dr. Jim Davies 2208 Dunton Tower Phone: 613-520-2600 x1109 Email: Please use the CULearn discussion board for questions. If you do not want other students to see the question‚ please use the CULearn messaging system. Please do not use regular email—with 600 students we would be overwhelmed. Office
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Southern Discomfort Summary: Jim Malesckowski received a call from his boss‚ who wanted him to go to Mexico and determine some figures for their manufacturing company. Their present plant is in Oconomo‚ Wisconsin‚ where they employ 520 people. Oconomo is a small town of just under 10‚000 people and jobs are limited‚ so the company provides some help to their poor economy. Jim’s boss is thinking about moving the plant into Mexico where he could cut costs dramatically‚ saving the company
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The context of this article appeared after a Los Angeles Times editorial about legislator in North Dakota struggles over whether the University of North Dakota should be forced to change its team name and mascot from the Fighting Sioux ( Lunsford‚ p.520 ). Shakley’s exigence is to support his argument as well as responding to those who believe there is no need to get rid of Native American mascots. Through this book in which the article is placed in the audience is college professors and students‚
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management process? What is step 1 of the performance management process? (4) What is step 2 of the performance management process? (2) What is step 3 of the performance management process? What are the components of step 3 of performance mgmt.? What are all of the formal methods to evaluate performance? (9 – first 4) What are all of the formal methods to evaluate performance? (9 – other 5) 1. Lack of performance standards‚ irrelevant‚ subjective‚ unrealistic standards setting
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considered good? Topic Two: Store Operations and Inventory Management Q1. How many SKUs do we have in our store? What are the annual sales? Q2. What kind of inventory management method do we have? - Central mgmt (promotion) ----push % - Store Mgmt (Fresh dept) ----pull % - Vendor management ----VMI % Q3. Who will be responsible for order placement in store? 1). How often are orders placed? 2). How is that decided? 3). How are the ship dates decided
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Strategic Management Journal Strat. Mgmt. J.‚ 28: 431–453 (2007) Published online 5 February 2007 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/smj.597 Received 21 July 2004; Final revision received 3 August 2006 INFLUENCES ON STRATEGIC DECISION EFFECTIVENESS: DEVELOPMENT AND TEST OF AN INTEGRATIVE MODEL SAID ELBANNA1 and JOHN CHILD2 * College of Business and Economics‚ United Arab Emirates University‚ Al Ain‚ United Arab Emirates 2 Birmingham Business School‚ University of
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Chapter 3 continued... Every acct on adj trial bal is used only once in creating first 3 financial stmts. Point of closing is to bring RE up to date - in doing that‚ we zero out temp accts. 4 kinds of closing entries: 1) close out Revenue - debit Rev CR Income Summ (normal credit bal) (only exists long enough for closing entries) - companies may be closing hundreds of rev or exp accts 2) close out Expense accts - list every single acct DR Income Summ CR Exp accts 3) DR Income Summ
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Strategic Management Journal Strat. Mgmt. J.‚ 24: 375–384 (2003) Published online 18 November 2002 in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.296 RESEARCH NOTES AND COMMENTARIES NETWORK EFFECTS AND COMPETITION: AN EMPIRICAL ANALYSIS OF THE HOME VIDEO GAME INDUSTRY VENKATESH SHANKAR1 and BARRY L. BAYUS2 * 1 Robert H. Smith School of Business‚ University of Maryland‚ College Park‚ Maryland‚ U.S.A. 2 Kenan-Flagler Business School‚ University of North Carolina‚ Chapel Hill
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Understanding Customer Profitability To Create Value Bala V. Balachandran J.L. Kellogg Distinguished Professor of Accounting and Information Systems The Current Business Environment New Products Manufacturing Excellence Demanding Customers Changing Workforce Changing Technology New Competitors Decreasing Margins Global Competition © 2005 Bala V. Balachandran Kellogg School of Management Levers to Maximize Profit © 2005 Bala V. Balachandran Kellogg School of Management Levers to Maximize
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