Notes, summaries, assignments, exams, and problems for Other subjects

In the neurocranium acknowledge the following points Craniometric sagittal (Fig. 1), (Fig. 2), (Fig. 3), (Fig. 4) Nasion: Intersection of frontonasal sutures and internasal. Glabella: most prominent point of the frontal in the midsagittal plane. It is located on the brow ridges between. Bregma: Intersection of sagittal and coronal sutures. Vertex: Point skull highest average in the mid-sagittal plane. Lambda: Intersection of sagittal and lambdoid sutures. Opistocranio: Point of the squama occipital in the sagittal plane is farthest from the glabella point. May coincide with the point Inion. Inion: A Meeting of the line occipital (nuchal) exceeding the median sagittal plane. Generally corresponds to the external occipital protuberance. Opisthion:

Key Business Concepts

The amount of product developed in a time period is called Production Volume.

Power based on existing standards, agreements, and contracts within a distribution channel is Legitimate Power.

Decisions concerning new product development are made at the Direction Level.

Growth through acquisition, absorption, and corporate control is called Financial Growth.

Badwill is the opposite of Goodwill.

Growth based on decisions that avoid mistakes is called Despite Minimum Criteria.

A periodic survey using a permanent sample to answer questions at regular intervals is called a Panel.

Optimization models are Analytical Models.

Autocratic leaders make all decisions without consulting their subordinates.

The principle in graph theory that prohibits... Continue reading "Key Business Concepts: Production, Power, and Growth" »

There may be pressures, both from those involved and by the Administration, to get unbiased information quickly. This can cause problems such as calling for information at inopportune moments, conditioning the evaluator to provide information in a particular direction, or falsifying reality. This leads to a distorted view, where information is received from the appraiser in a partisan, arbitrary, and self-interested manner, solely to get information to places or persons of interest. All this can lead to an assessment where the assessor bureaucratically accepts the values of the authorities and provides information that will help them carry out their policy objectives. This also includes what McDonald called self-critical evaluation, in which... Continue reading "Overcoming Challenges in Social Intervention Evaluation" »

Accident Modes

Shock

Shock: Vehicle in contact with the track fixture. Simple accident.

Overturning

Overturning: Simple accident. The tires are no longer in contact with the track.

V. Bell

V. Bell: Vehicle rotated on its transverse axis.

V. Barrel

V. Barrel: Vehicle turned on its longitudinal axis.

Output via

Output via: The vehicle moves out of the way by circulating. Accident can be simple or complex.

Collisions

Collisions: Complex accidents involving contact between more than one moving traffic unit.

Front Collision

Front:

• Approximate central longitudinal axes coincide.
• Eccentric axes parallel but not identical.
• Angular longitudinal axes form an angle less than 90 degrees.

Onslaught Collision

Onslaught: At least one party in contact is the side of a vehicle.... Continue reading "Traffic Accident Definitions and Police Documentation" »

Quality Management Systems

Traceability

Traceability is the ability to trace the history, application, and location of what is under consideration. It serves to:

• Find where a product is.
• Identify the materials used in the manufacture of a product.
• Demonstrate the performance of planned inspections and tests.
• Find the causes of nonconformities.

Compulsory Procedures

Document Control

A documented procedure defining the controls needed to approve, revise, and update documentation when necessary. Documents must be legible and readily identifiable, ensure that changes are identified, and prevent the use of obsolete documents.

Control Records

A documented procedure defining the controls required to identify, store, protect, retrieve, retain, and dispose of... Continue reading "Quality Management Systems: Traceability, Audits, and Key Processes" »

Organizational Communication Networks

Formal Networks

Formal networks follow the path laid by the hierarchy of roles defined in the organizational plan, encompassing both ascending and descending communication.

Informal Networks

Informal networks emerge within an organization without prior planning and operate outside official channels, often skipping formal protocols.

They are flexible, fast, and can transmit accurate information. Their diffusion does not follow a strict chain, but rather each link tends to form a cluster. A negative attribute is that these networks are sometimes used to spread false rumors.

Communication Flow Directions

Descending Communication

Its primary goal is to convey instructions, orders, and objectives. It is used to motivate,... Continue reading "Communication Flows and Foundational Management Theories" »

Factors Affecting Production Quality

Process Control Issues

Errors can be caused by poor material quality or non-conformity of the materials used.

Production Variables

Key inputs include technology, human resources, processes, electricity, fuel, oil, etc.

Design Control Challenges

Problems were detected arising from the design itself, particularly when specifications were impossible to meet with available resources.

The Imperative of Continuous Improvement

In today's competitive market, achieving excellence is essential. This can only be attained through the continuous improvement of products and/or services.

Insights from Quality Management Pioneers

Great quality gurus include Crosby, Shewhart, Ishikawa, Taguchi, and others, but perhaps most notably,... Continue reading "Deming's 14 Points & Quality Management Fundamentals" »

Leadership Styles

By Social Climate

• Authoritarian
• Democratic
• Laissez-faire

By Decision-Making Process

• Autocratic
• Consultative
• Group-oriented

Characteristics of Work

Theory X

• Concrete
• In installments
• Planned
• Controlled

Theory Y

• Autonomous
• Responsible
• Intrinsically interesting

Maturity Levels & Management Styles

• M1: Not knowing, not wanting (Directors)
• M2: Wanting, not knowing (Persuasive)
• M3: Knowing, not wanting (Participatory)
• M4: Knowing and wanting (Delegator)

Method for Defining Leadership Style

1. Determine the maturity level of work.
2. Identify the appropriate leadership style.
3. Modify maturity levels (if necessary).
4. Apply appropriate power bases to the maturity level (from M4 to M1):
   • Expert
   • Informational
   • Relational
   • Legitimacy
   • Reward
   • Connection
   • Coercive

Work Teams

Permanent

Item 20: Current Trends in Company Management

20.1 Introduction

In business, there are tangible and intangible activities. An important part of the intangible activities is shaped by the knowledge that the organization and the people who own and integrate this knowledge. This is part of the company's strategy, since it is an integral element in the process of creating value for organizations, whether public or private.

20.2 Knowledge Management

The traditional productive resources (time, labor, and capital), along with information technologies, are transferred by an element that enhances the innovative activity of individuals and organizations: knowledge. Knowledge aims to drive and enhance. Drucker says that the basic productive resource in this... Continue reading "Knowledge Management in Modern Business" »