The true immediate costs for Shell Oil Company are untabulated. The company lost 60% of its production in the Gulf in the following weeks after hurricane Katrina. The Shell Company suffered intangible losses of employee moral and high turnover. Its tangible losses are not limited to losses in refining capacity‚ downed transporting pipelines‚ and downstream revenue from retail stores sales. However despite these immediate losses Shell occurred‚ it remains the Worlds second most profitable oil and
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The Shell Directional Policy Matrix is another refinement upon the Boston Matrix. Along the horizontal axis are prospects for sector profitability‚ and along the vertical axis is a company’s competitive capability. As with the GE Business Screen the location of a Strategic Business Unit (SBU) in any cell of the matrix implies different strategic decisions. However decisions often span options and in practice the zones are an irregular shape and do not tend to be accommodated by box shapes. Instead
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The story Shells is a realistic fiction story about a teenage boy trying to make the best of his new life. In the beginning‚ Michael is angry and depressed that his parents died‚ and that he is living with his aunt‚ Esther. Soon michal finds a hermit crab named Sluggo and takes it back to Esther’s house. When he comes home he is excited and surprised that she let him keep it. In the end Esther thinks Sluggo needs a companion. When they are at the pet store aunt Esther is a whole new and nice person
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“Shells” by Cynthia Rylant is a realistic story about a teenage boy‚ and his parents die‚ later on he learns to get along with his picky Aunt Esther. In the beginning‚ Michael has been living with his Aunt Esther. They both did NOT like living with each other‚ Michael had no choice to live with her either. Michael had no friends‚ and no attention. Soon‚ Michael brings home a hermit crab named Sluggo.When he showed his Aunt Esther she acted interested. They both start trying to bond and get along
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Chapter 13 - Improving the organization and management of extension M. W. Waldron‚ J. Vsanthakumar‚ and S. Arulraj Mark W. Waldron is a Professor of Rural Extension Studies‚ University of Guelph‚ Guelph‚ Canada; J. Vsanthakumar is a Professor of Agricultural Extension‚ Annamalai University‚ India; and S. Arulraj is a Senior Scientist‚ Agricultural Extension‚ Sugarcane Breeding Institute‚ India. The authors acknowledge the assistance of Michael Rzeznik‚ Ph.D. student in Rural Studies‚ University
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When I sit down to write this paper‚ I cannot help but to remember Lord Brahma‚ whose four heads were meant‚ simultaneously‚ to recite all four Vedas.Similarly‚ when I look at this problem of organizational challenges in India‚ I yearn to have those four heads- because there are Four Faces which need to interact in tandem.Firstly‚let us have a look at the three visible heads and then lastly‚ the invisible head. The three visible faces can be described as - Head 1: ASKING QUESTIONS Head 2: SEEKING
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Organizational Behavior Introduction: An organization has different type of work. Planning is one of the vital works that an organization has to improvise properly. The part of planning work is more sophisticated rather than anything else. The planning reflect the mission‚ vision‚ goal‚ of the organization. The planning usually execute by the manager of the company. An entrepreneur or owner may can invest money but he or she can’t do the planning of his own. For planning a specialist or even a
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QUESTION 1 Ms. Apple Ang‚ who comes late for work is showing high consistency. This attributes to high internal and low external factors. Internal factors might be due to her attitude or habit while external factors might be due to traffic‚ sick or emergency. Madam May May should find out that is really Miss Apple Ang‘s lateness is due to external cause. This is because‚ sometimes‚ Madam May May may engage in Fundamentals Attribution Error which means underestimate the external factors and overestimate
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Question 3 3.1 Highlights two advantages and two disadvantages for each of the following types of organizational structures: 3.1.1. Functional structures According T.N. Chhabra (2003:263)‚ functional structures directs the subordinates throughout the organization in his particular area of business operation. This means that subordinates receive orders and instructions not from one superior but from several functional specialists. In other words‚ the subordinates are accountable to different functional
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Organizational Structure Meaning – Various Structures – Practical Illustration Organizational Structure: It refers to a formal system of tasks and reporting relationships that coordinates and motivates employees to work together to achieve the organizational goals. Formal system of task and reporting relationships showing how workers use resources. It involves the following structures: 1) Functional Structure It refers to the organizational structure
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