A formal organization structure shows a recognizable chain of command‚ it also has many levels of management. This makes communication slower and decision making harder to implement. it is an organization which clearly defines the authority ‚responsibility and inter relations of people working therein Examples of formal organization Meetings can be formal - with a defined organizational membership‚ an agenda‚ a regular time‚ written minutes etc There are 3 types of formal organization 1. Coercive
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Formal Communication Formal communication can be considered as communication efforts that are “dressed up” to fit customary rules and ceremony For example‚ in a written letter‚ the formal communication style will demand that the layout of the piece of written communication follow a specific format that includes the date‚ header‚ salutation‚ body of the letter‚ close‚ signature lines and any indicators of enclosures all placed neatly upon company letterhead or personal stationery. By contrast‚ an
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CONTENTS 1.0. Introduction 2 2.0. Competitive Priority 3 2.1. The sales division 3 2.2. The cafeteria 4 2.3. The hire branch 5 3.0. FORECASTING 6 3.1. Time series 6 4.0. Discussion 7 4.1. Expend Population 7 4.2. Environmental 8 5.0. Conclusion 8 6.0. Recommendation 错误! 未定义书签。 7.0. References 10 1.1. Introduction Gardening becomes hugely popular in the last decade‚ and this trend will continue. According to Key Note (2014)‚ over the next 5 years‚ a considerable growth of 3.3% in the garden market
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Formal letter is a business or official letter. They are written to complaint or inform something. These letters include applications‚ letters to editors‚ official letters‚ letters to and from organizations‚ government departments etc. These letters have an objective or business-like style of writing. Points To Remember: 1. Mentioning the subject is a must in a formal letter. 2. The formal letter should be brief‚ simple and concise. 3. It should focus on the issue rather than dwindling on various
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1. Inventory decisions at L. L Bean use statistical processes on the frozen forecasts provided by the product managers. L. L Bean uses past forecast errors as a basis of measurement for future forecast errors. The decision for stock involves two processes. Firstly‚ the historical forecast errors are computed. This involves taking the ratio of actual demand to forecast demand. The frequency distribution of historical errors is then compiled across items‚ for new and never out items separately‚ to
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FORMAL LETTER EXAMPLE Block 6 Avenue 35 #33-67 Hougang 89 Singapore 687909 23 March 2011 Mr John Teo Manager Mex Mall 41 Serangooon Central Singapore 780645 Dear Mr Teo‚ Proposal for a bookstore in Mex Mall I am a student from Maris Stella High School and I live in the Serangoon neighbourhood. In recent months‚ I have gone and shopped in Mex Mall that just opened. I realized that there is no bookstore although there are more than sixty shops. Without bookstores‚ people will
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Introduction: Forecasting has long been important to marketing practitioners. Today forecasting is one of the most important activities in the company. Marketing forecasting allows company to understand the implications of changes in demand and sales. In other words forecast is prepared to reflect the anticipated results‚ with projected sales‚ profitability and cash flow (Mercer 1998). Forecast may and will influence future marketing plans. Managers ’ forecasting needs vary considerably. They may
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Demand Estimation Demand Curve Estimation ■ Simple Linear Demand Curves ■ The best estimation method balances marginal costs and marginal benefits. ■ Simple linear relations are useful for demand estimation. ■ Using Simple Linear Demand Curves ■ Straight-line relations give useful approximations. Identification Problem ■ Changing Nature of Demand Relations ■ Demand relations are dynamic. ■ Interplay of Supply and Demand ■ Economic
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Manager’s Guide to Forecasting by David M. Georgoff and Robert G. Murdick Harvard Business Review Reprint 86104 J A N U A RY– F E B R U A RY 1 9 8 6 HBR Manager’s Guide to Forecasting David M. Georgoff and Robert G. Murdick E arly in 1984‚ the Houston-based COMPAQ Computer Corporation‚ manufacturer of IBMcompatible microcomputers‚ faced a decision that would profoundly affect its future. Recognizing that IBM would soon introduce its version of the portable computer and threaten
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Integrated Planning – Module 2 1 Agenda • Forecasting‚ • Factors influencing Demand • Basic Demand Patterns • Basic Principles of Forecasting • Principles of Data Collection • Basic Forecasting Techniques‚ Seasonality • Sources & Types of Forecasting Errors Forecasting can be conducted at various levels Strategic Required for • Product life cycle • Long-term capacity planning • Capital asset/equipment/ human resource management Examples • Product line transitions • Annual volume out
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