CIS: A Web-Based Course Information System Holger Gast‚ Albrecht Haug‚ R¨ diger Loos‚ u Volker Simonis‚ and Roland J. Weiss WSI 2004-1 February 2004 ¨ Wilhelm-Schickard-Institut fur Informatik Universit¨ t T¨ bingen a u Sand 13‚ 72076 T¨ bingen‚ Germany u Email: {gast‚haug‚loos‚simonis‚weissr}@informatik.uni-tuebingen.de c WSI 2004 ISSN 0946-3852 Abstract This report surveys the design and implementation of CIS‚ a web-based Course Information System. CIS has been developed
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The Aim of this essay is based on the clarity on the Elections in Africa if they are a good Measure of democracy. It basically analyses the advantages and disadvantages of elections (in an argument form). The issue of how citizens influence policymaker is central to an understanding of democratic political system. We normally agree that democracy should allow the people to participate in policy making. Hence elections are one of the ways to establish connections between citizens and policy makers
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The General Electric (GE) Market Attractiveness-Business Position Matrix is one of the best-known directional policy matrices‚ “which categorises business units into those with good prospects and those with less good prospects” (Johnson‚ Whittington & Scholes‚ 2011‚ p.252). The following two factors is the principal cause for the development of the GE Matrix. In the 20th century‚ since the blossoming of multi-activity enterprises‚ corporations have faced the challenge of managing its portfolio of
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CORPORATE GOVERNANCE ESSAY Can Corporate Governance Mechanism Prevent Corporate Fraud? Executive Summary This paper will reviews the extent to which corporate governance acts as efficient tool to protect investors against corporate fraud‚ thus contributing to summarize the literatures on role of corporate governance on preventing occurrence of corporate fraud. In a more recent study‚ corporate fraud is part of earnings manipulation done outside the law and standards. Whereas‚ the activities
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GE Mssion And Vision Statement Submitted by Nida khan D60 Vishakha prusty D53 GE does not have a mission statement‚ per se‚ but its operating philosophy and business objectives are clearly articulated each year in the Letter to Shareowners‚ Employees and Customers in the Annual Report They do have values
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do you think of the broad objectives Immelt has set for GE? Can a giant global Conglomerate hope to outperform the overall market growth? Can size and diversity be made an asset rather than a liability? 3. What is your evaluation of the growth strategy (a strategy for a giant global conglomerate with a portfolio of mature industrial businesses) Immelt has articulated? Is he betting on the right things to drive growth? 4. How does this case illustrate how strategic intent needs to be matched
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that had been designated “Imagination Breakthroughs.” IBs‚ as they were called within GE‚ were new projects with the potential to generate $100 million in new business within two to three years‚ and were a key part of Immelt’s organic growth strategy. At the IB Review‚ Immelt expected to hear how Transportation was progressing with each of its locomotive IBs and what plans they had for their future. Within GE Transportation‚ however‚ the future of several IBs had been a source of considerable
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case study of Jack Welch’s two-decade leadership at GE. During his tenure Welch completely transformed the corporate culture of GE from an inefficient bureaucratic organization to a lean and efficient organization. At his departure from GE in 2001‚ the firm had been named Fortune’s “ Most Admired Company” three years in a row. Our analysis will discuss the steps that Welch undertook to complete this transformation. Welsh vision for GE when he was hired as CEO in April 1981‚ was to have
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designed in the emerging markets and subsequently being sold globally. Figure 1 indicates a tremendously change in GE’s revenue sources. This signifies a successful international expansion. Figure GE Total Revenue by Region Source: Compilations – Case Studies on Strategic Management‚ Case 19-Healthymagination at GE‚ pp 262 & Exhibit 10a. With PESTEL analysis ‚ GE is able to identify its external challenges when entering a new market. The emerging markets deliver an estimated annual growth of three
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rights reserved. No part of this publication may be reproduced or distributed in any form or by any means‚ or stored in a database or retrieval system‚ without the prior written consent of The McGraw-Hill Companies‚ Inc.‚ including‚ but not limited to‚ in any network or other electronic storage or transmission‚ or broadcast for distance learning. Some ancillaries‚ including electronic and print components‚ may not be available to customers outside the United States. This book is printed on acid-free
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