BUSINESS MANAGEMENT for Incoming Freshmen 2020–2021
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AT&T Business Trade-In Program in Premier
AT&T Business Trade-In program in Premier Company Administrator Quick Guide July 2019 1 © 2019 AT&T Intellectual Property. All rights reserved. AT&T, Globe logo, Mobilizing Your World and DIRECTV are registered trademarks and service marks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks are the property of their respective owners. AT&T Business Trade-In overview © 2019 AT&T Intellectual Property. All rights reserved. AT&T, Globe logo, Mobilizing Your World and DIRECTV 2 are registered trademarks and service marks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks are the property of their respective owners. AT&T Business Trade-In benefits Capitalize on the mobile lifecycle The AT&T Business Trade-In program helps company administrators get the newest devices faster - and with less out- of-pocket costs. The program enables you to trade in your old wireless devices from any carrier and receive credit for their value. The credit is applied directly to your AT&T wireless account, usually within 2 billing cycles, helping to offset the costs of future investments. Value Security Environmental Stewardship Device value is applied as credits Industry-leading data Devices are responsibly recycled, to your wireless bill, offsetting protection with certified in compliance with environmental future device investments. sanitization process. certifications of R2, ISO 14001 & OHSAS 1800. Images provided in this presentation are for illustrative purposes only. 3 © 2019 AT&T Intellectual Property. All rights reserved. AT&T, Globe logo, Mobilizing Your World and DIRECTV are registered trademarks and service marks of AT&T Intellectual Property and/or AT&T affiliated companies. -
Historical Evolution of Management Accounting
1990's: Value Based Management Focus shifted to include the creation of customer value, strategy, balanced scorecards, EVA, and other related concepts. 1980's: Lcan Enterprise CA M-I Cost Management Focus shifted to the reduction of waste, JTT, teamwork, ABC, target costing, quality, investment & product life cycle management. 1951 - 1980's: Managerial Accounting Focus shifted to providinginformation for management planning & control. 1920 - 1950: Cost Accounting Matching concept developed. Focus on cost determination and financial control. 1812 - 1920: Accountingfor Processes Prior to the matching concept. Focus on operating cost and efficiency of processes. Shah Kamal Historical Evolution of Assistant Relationship Manager Management Accounting Bank Alfalah [email protected] Abstract The obsolescence of most companies' cost accounting and management control systems is particularly unfortunate for the global competition of the 1980s (Johnson & Kaplan, 1987). During the past two decades, conventional cost and management accounting practices have been under extensive criticism for their malfunction to instigate change and their inability to support management accounting innovations in coping with the requirements of a changing environment. The academic literature has been crucial of conventional management accounting systems particularly for their lack of efficiency and capability to present comprehensive and the latest information and to assure decision makers and potential users of such information. Focusing on this debate, current study reviews the evolution of cost and management accounting innovations over the past century around the world and to examine whether there has been a significant impact of management accounting in the organization. The analyses suggest that management accounting is changing. However, these changes do not have much bearing upon the type of management accounting techniques. -
College of Business and Economics Supply Chain Management
COLLEGE OF BUSINESS AND ECONOMICS SUPPLY CHAIN MANAGEMENT BACHELOR OF SCIENCE DEGREE IN SUPPLY CHAIN MANAGEMENT What is Supply Chain Management? Much more than logistics, Supply Chain Management (SCM) integrates supply and demand management within and across companies. It is one of the most critical issues in global business today, and offers outstanding career opportunities for suitably qualified graduates. Supply chain spending is growing faster than the overall economy, and in 2006 over $1.3 trillion was spent on SCM activities, which was more than 9.5% of the U.S. GDP. What are the typical job opportunities in SCM? There is plenty of good news for new graduates in the fascinating and diverse field of SCM. Opportunities abound in manufacturing and production companies, retailers and distributors, consulting firms, service firms, government agencies, transportation companies, third party logistics providers, and universities and educational institutions. Famous firms such as Nestlé, WalMart, Disney, Best Buy, Caterpillar, Boeing, Microsoft, Hewlett- Packard, and Nike, are just a few of the names of firms whose SCM expertise is legendary. What is the salary outlook in SCM? Excellent employment prospects, a fast-paced, fulfilling work environment, and the opportunity for career growth all sound great, but you’re still thinking “show me the money!” Starting SCM salaries for 2007 college graduates with a SCM major average $45,771 according to the National Association of Colleges and Employers. And that’s just the beginning! As your experience and responsibilities grow, you can expect to earn an average of $89,300 as a Supply Chain Manager, according to the 2007 Mercer Benchmark Database for Logistics and Supply Chain Positions. -
1.1 International Trade 1.2 Global Business Basics 1.3
GLOBAL BUSINESS U.S. DEPARTMENT OF COMMERCE “How can our company sell electric motors in Eastern Europe?” “What are the biggest markets for soft drinks in Asia?” “What trade barriers might be encountered when doing business in Latin America?” Trade Specialists at Export 1.1 INTERNATIONAL TRADE Assistance Centers of the U.S. Department of Commerce are ready to answer these, and other, international trade questions. With offices in more than 80 cities around the U.S., Trade Specialists are able to 1.2 GLOBAL BUSINESS • research potential foreign markets for a product or service • help locate customers in other BASICS countries • assist with developing an interna- tional marketing plan Additional exporting and interna- tional trade information is available 1.3 ECONOMICS OF GLOBAL from the U.S. Department of Commerce at www.ita.doc.gov and www.usatrade.gov BUSINESS THINK CRITICALLY 1. Why are Export Assistance Centers important to business and the economy? 2. What skills would be necessary to work as a trade specialist in an Export Assistance Center? The Chapter 1 video for this module introduces the concepts in this chapter. A Global Business Plan PROJECT OBJECTIVES I Become aware of the geographic, economic, cultural, and political factors that influence international business activities I Develop an understanding of methods used for measuring international trade activities I Explain the factors that influence the level of economic development in a country GETTING STARTED Read through the Project Process below. Make a list of materials that you will need. Decide how you will get the needed materials or information. -
Trade Management Guidelines
Trade Management Guidelines TRADE MANAGEMENT TASK FORCE Theodore R. Aronson, CFA, Chairman Aronson + Partners Gregory H. Bokach, CFA Damian Maroun American Century Investment Management G.E. Asset Management Corporation Eugene K. Bolton Jean Margo Reid G.E. Asset Management Corporation Paul Richards* Michael H. Buek, CFA Financial Services Authority The Vanguard Group H. Paul Reynolds Richard A. Carriuolo Frank Russell Securities, Inc. R.M. Davis, Inc. George U. Sauter Gene A. Gohlke, Ph.D., CPA* The Vanguard Group U.S. Securities and Exchange Commission Erik R. Sirri Paul S. Gottlieb Babson College Merrill Lynch Wayne H. Wagner Joanne M. Hill Plexus Group Goldman, Sachs & Co. Jessica L. Mann, CFA Donald B. Keim CFA Institute The Wharton School Maria J. A. Clark, CFA Anthony J. Leitner CFA Institute Goldman, Sachs & Co. Ananth Madhavan ITG, Inc. * Observer. 1 CFA INSTITUTE TRADE MANAGEMENT GUIDELINES Recognizing the ambiguities and complexities surrounding the concept of Best Execution,1 CFA Institute Trade Management Task Force has developed the CFA Institute Trade Management Guidelines (Guidelines) for investment management firms (Firms). The recommendations contained herein stem from the obligations Firms have to clients regarding the execution of their trades and provide Firms with a demonstrable framework from which to make consistently good trade-execution decisions over time. The Guidelines formalize processes, disclosures, and record-keeping suggestions that, together, form a systematic, repeatable, and demonstrable approach to seeking Best Execution. It is important to note that the Guidelines are a compilation of recommended practices and not standards. CFA Institute encourages Firms worldwide to adopt as many of the recommendations as are appropriate to their particular circumstances. -
Ownership and Control of Private Firms
WJEC BUSINESS STUDIES A LEVEL 2008 Spec. Issue 2 2012 Page 1 RESOURCES. Ownership and Control of Private Firms. Introduction Sole traders are the most popular of business Business managers as a businesses steadily legal forms, owned and often run by a single in- grows in size, are in the main able to cope, dividual they are found on every street corner learn and develop new skills. Change is grad- in the country. A quick examination of a busi- ual, there are few major shocks. Unfortu- ness directory such as yellow pages, will show nately business growth is unlikely to be a that there are thousands in every town or city. steady process, with regular growth of say There are both advantages and disadvantages 5% a year. Instead business growth often oc- to operating as a sole trader, and these are: curs as rapid bursts, followed by a period of steady growth, then followed again by a rapid Advantages. burst in growth.. Easy to set up – it is just a matter of in- The change in legal form of business often forming the Inland Revenue that an individ- mirrors this growth pattern. The move from ual is self employed and registering for sole trader to partnership involves injections class 2 national insurance contributions of further capital, move into new markets or within three months of starting in business. market niches. The switch from partnership Low cost – no legal formalities mean there to private limited company expands the num- is little administrative costs to setting up ber of manager / owners, moves and rear- as a sole trader. -
Partnership Agreement Example
Partnership Agreement Example THIS PARTNERSHIP AGREEMENT is made this __________ day of ___________, 20__, by and between the following individuals: Address: __________________________ ___________________________ City/State/ZIP:______________________ Address: __________________________ ___________________________ City/State/ZIP:______________________ 1. Nature of Business. The partners listed above hereby agree that they shall be considered partners in business for the following purpose: ______________________________________________________________________________ ______________________________________________________________________________ 2. Name. The partnership shall be conducted under the name of ________________ and shall maintain offices at [STREET ADDRESS], [CITY, STATE, ZIP]. 3. Day-To-Day Operation. The partners shall provide their full-time services and best efforts on behalf of the partnership. No partner shall receive a salary for services rendered to the partnership. Each partner shall have equal rights to manage and control the partnership and its business. Should there be differences between the partners concerning ordinary business matters, a decision shall be made by unanimous vote. It is understood that the partners may elect one of the partners to conduct the day-to-day business of the partnership; however, no partner shall be able to bind the partnership by act or contract to any liability exceeding $_________ without the prior written consent of each partner. 4. Capital Contribution. The capital contribution of -
Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty
Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty Sulaiman, Said Musnadi Faculty of Economic and Business, University of Syiah Kuala, Banda Aceh, Indonesia Keywords: Customer Relationship Management, Satisfaction, Customer Loyalty. Abstract: This study aims to determine the effect of Customer Relationship Management (CRM) on Customer Satisfaction and its impact on Customer Loyalty of Islamic Bank in Aceh’s Province. The study population is all customers in in the Islamic Bank. This study uses convinience random sampling with a sample size of 250 respondents. The analytical method used is structural equation modeling (SEM). The results showed that the Customer Relationship Management significantly influences both on satisfaction and its customer loyalty. Furthermore, satisfaction also affects its customer loyalty. Customer satisfaction plays a role as partially mediator between the influences of Customer Relationship Management on its Customer Loyalty. The implications of this research, the management of Islamic Bank needs to improve its Customer Relationship Management program that can increase its customer loyalty. 1 INTRODUCTION small number of studies on customer loyalty in the bank, as a result of understanding about the loyalty 1.1 Background and satisfaction of Islamic bank’s customers is still confusing, and there is a very limited clarification The phenomenon underlying this study is the low about Customer Relationship Management (CRM) as a good influence on customer satisfaction and its -
Vaccine Management Plan
Vaccine Management Plan KEEP YOUR MANAGEMENT PLAN NEAR THE VACCINE STORAGE UNITS Practices must maintain a vaccine management plan for routine and emergency situations to protect vaccines and minimize loss due to negligence. The Vaccine Coordinator and Backup are responsible for implementing the plan. Instructions: Complete this form and make sure key practice staff sign and acknowledge the signature log whenever your plan is revised. Ensure that all content (including emergency contact information and alternate vaccine storage location) is up to date. Keep the plan in a location easily accessible to staff and available for review by VFC Field Representatives during site visits. (For practices using mobile units to administer VFC vaccines: Complete the VFC “Mobile Unit Vaccine Management Plan” to itemize equipment and record practice protocols specific to mobile units.) Section 1: Important Contacts KEY PRACTICE STAFF & ROLES Office/Practice Name VFC PIN Number Address Role Name Title Phone # Alt Phone # E-mail Provider of Record Provider of Record Designee Vaccine Coordinator Backup Vaccine Coordinator Immunization Champion (optional) Receives vaccines Stores vaccines Handles shipping issues Monitors storage unit temperatures USEFUL EMERGENCY NUMBERS Service Name Phone # Alt Phone # E-mail VFC Field Representative VFC Call Center 1-877-243-8832 Utility Company Building Maintenance Building Alarm Company Refrigerator/Freezer Alarm Company Refrigerator/Freezer Repair Point of Contact for Vaccine Transport www.eziz.org 1 IMM-1122 (12/20) -
Why Are Business Corporation Laws Largely Enabling Elvin R
Cornell Law Review Volume 50 Article 3 Issue 4 Summer 1965 Why Are Business Corporation Laws Largely Enabling Elvin R. Latty Follow this and additional works at: http://scholarship.law.cornell.edu/clr Part of the Law Commons Recommended Citation Elvin R. Latty, Why Are Business Corporation Laws Largely Enabling , 50 Cornell L. Rev. 599 (1965) Available at: http://scholarship.law.cornell.edu/clr/vol50/iss4/3 This Article is brought to you for free and open access by the Journals at Scholarship@Cornell Law: A Digital Repository. It has been accepted for inclusion in Cornell Law Review by an authorized administrator of Scholarship@Cornell Law: A Digital Repository. For more information, please contact [email protected]. WHY ARE BUSINESS CORPORATION LAWS LARGELY "ENABLING"? Elvin R. Lattyt Professor Wilber G. Katz was unquestionably correct when, a few years ago, he viewed the modern business corporation acts as being ba- sically "enabling" in the underlying philosophy of their general structure and of most of their specific provisions.' Nothing has happened in the intervening years to change the picture. He classified the manifested phi- losophies as: first, those that are "enabling" in the sense that they are characterized by freedom of choice in who among the interested parties takes what in the way of risks, control, and profit; second, those that are still enabling but are supplemented with certain requirements to keep the basic decisions of the interested parties more in line with idealized no- tions of contract, tort, and fiduciary relations; third, those that reflect a "paternal responsibility" theory; and, fourth, those that reflect a "social responsibility" theory. -
The Institutions of Corporate Governance
ISSN 1045-6333 HARVARD JOHN M. OLIN CENTER FOR LAW, ECONOMICS, AND BUSINESS THE INSTITUTIONS OF CORPORATE GOVERNANCE Mark J. Roe Discussion Paper No. 488 08/2004 Harvard Law School Cambridge, MA 02138 This paper can be downloaded without charge from: The Harvard John M. Olin Discussion Paper Series: http://www.law.harvard.edu/programs/olin_center/ The Social Science Research Network Electronic Paper Collection: http://papers.ssrn.com/abstract_id=###### This paper is also a discussion paper of the John M. Olin Center's Program on Corporate Governance JEL K4, H73, G34, G28 The Institutions of Corporate Governance Mark J. Roe* Abstract In this review piece, I outline the institutions of corporate governance decision- making in the large public firm in the wealthy West. By corporate governance, I mean the relationships at the top of the firm—the board of directors, the senior managers, and the stockholders. By institutions I mean those repeated mechanisms that allocate authority among the three and that affect, modulate, and control the decisions made at the top of the firm. Core corporate governance institutions respond to two distinct problems, one of vertical governance (between distant shareholders and managers) and another of horizontal governance (between a close, controlling shareholder and distant shareholders). Some institutions deal well with vertical corporate governance but do less well with horizontal governance. The institutions interact as complements and substitutes, and many can be seen as developing out of a “primitive” of contract law. In Part I, I sort out the central problems of corporate governance. In Part II, I catalog the basic institutions of corporate governance, from markets to organization to contract. -
Earned Value Management: What Is It? Who Needs
Franklin Training Group EARNED VALUE MANAGEMENT: WHAT IS IT? WHO NEEDS IT? Capturing Opportunities for Performance Excellence Earned Value Management 1 Chet Franklin ASQ 711 July 2008 What is EVM? Franklin Training Group • EVM; Earned Value Management • For the management of projects • It is called: – A concept – A discipline – An approach – A program • A set of tools Capturing Opportunities for Performance Excellence Earned Value Management 2 Chet Franklin ASQ 711 July 2008 Who needs it? Franklin Training Group • No one NEEDS it • Who can use it? – Program Managers – Project Managers – Project Teams – Budget Analysts – Planners Capturing Opportunities for Performance Excellence Earned Value Management 3 Chet Franklin ASQ 711 July 2008 Project Managers Need Franklin Training Group • Plan – What is to be done? – When is it to be done? – What will it cost? • Tracking – What has been done? – When was it done? – What did it cost? Capturing Opportunities for Performance Excellence Earned Value Management 4 Chet Franklin ASQ 711 July 2008 What will EVM do? Franklin Training Group • Provide Project Status – Financial performance – Schedule performance • Provide information – Identify risks – Predict future performance • Financial – Cost-to-Complete • Schedule – Variance from plan Capturing Opportunities for Performance Excellence Earned Value Management 5 Chet Franklin ASQ 711 July 2008 Is EVM New? Franklin Training Group • NO! • The basic concepts? – They’ve been around for a 100 years, or so – PVA (Planned Value of Work Accomplished) – BCWP