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

Macrostructure of Text

• Theme
• Rheme
• Thesis Sentence
• Subtopics

Microstructure of Text

Subordination

Subordinating conjunctions connect clauses, indicating various relationships:

• Cause: as, because, since
• Purpose: so, so that
• Contrastive: although, though
• Temporal: after, before, until, while, etc.
• Conditional/Indirect Question: if, unless, as long as, provided, whenever, whatever
• Noun Clause Introducer: that

Correlating Coordinators

These pairs of conjunctions connect grammatically equal elements:

• both... and
• not only... but also
• either... or
• whether... or not
• neither... nor (negative correlator)

Transition Linkers

Words and phrases that connect ideas and show relationships between sentences or paragraphs:

• Cause and Effect (Subordination): because, so, accordingly,

Accountant Role

An accountant analyzes, evaluates, and reports on financial matters for organizations, businesses, and individuals.

Hard Skills

• Audit: Knowledge about official inspection of an individual's or organization's accounts.
• Salary administration: Collection of practices and procedures used for planning and distributing company-wide compensation programs for employees.
• Statistics: Collection, analysis, interpretation, and presentation of large amounts of numerical data.
• Cost accounting: Recording of all the costs incurred in a business in a way that can be used to improve its management.
• Corporate accounting: Accounting for companies, preparation of their final accounts and cash flow statements, analysis and interpretation of companies' financial

Relationship: After-Sales Service and Quality

After-sales service is essential in achieving the quality of a product. We are going to see the relation of the after-sales service with the other processes aimed at achieving quality products and services. The after-sales service is a tool to achieve the best possible business goals.

A. Inputs from the Business Environment

Data or information a company gets from outside the company to improve existing products or to create new ones.

• Needs and expectations of customers: through market research and the results of the after-sales services.
• Competitors: provide a better service than the competitors.

B. Inputs from Within the Company

(Data or information from other departments that influence the performance... Continue reading "After-Sales Service and Product Quality" »

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Core and Distinctive Competencies

• Resources: An organization’s assets, and thus the basic building blocks of the organization. They can be tangible or intangible.
• Capabilities: Refer to a corporation’s ability to exploit its resources. They consist of business processes and routines that manage the interaction among resources to turn inputs into outputs.
• Core Competency: A collection of competencies that cross divisional boundaries, is widespread throughout the corporation, and is something the corporation does exceedingly well.
• Distinctive Competency: Core competencies that are superior to those of the competition.

Using Resources to Gain Competitive Advantage

1. Identify and classify resources in terms of strengths and weaknesses.
2. Combine the firm’s

Core SAP Controlling and Financial Concepts

CDS Views

• CDS views have ready-to-use content.
• CDS views are considered system modifications.
• CDS views have no latency.

WIP (Work in Progress)

• Update table
• Assignment table
• Posting rule table
• Version, Category, Cost Element

Activity Type

• Valid sending cost center types
• Activity type category for allocation
• Secondary costs G/L account for internal activity allocation
• Activity type category, Price indicator, Valid cost center categories

Actual Prices

• Work breakdown structure elements
• Profitability segments
• Profit centers

Characteristic Derivation

• System response when unsuccessful
• Overwriting authority
• Conditions for execution

Cost Center

• Secondary cost accounts
• Statistical key figures
• Non-operating expense accounts
• Valid cost

Theories X and Y

Theory X: Managers believe that people dislike work, regarding it as necessary for survival and will avoid it whenever possible. Managers believe that people are lazy, prefer to be directed, and want to avoid responsibility. They must be controlled and directed to make them work towards organizational goals.

Theory Y: This perspective reflects an optimistic view of human nature. Managers believe that people see work as a natural phenomenon and accept, or even seek out, responsibility. These managers believe in participative management and that organizational structure and culture can bring out the best in employees by encouraging them and fostering creativity.

The Importance of Marketing SWOT Analysis

• Strengths: An organization'

Administrative Models

Total Quality Management (TQM)

Total Quality Management (TQM) is a managerial innovation that emphasizes an organization's total commitment to the customer and to continuous improvement of every process through the use of data-driven, problem-solving approaches based on the empowerment of employee groups and teams.

The core of TQM is the customer-supplier interface, both externally and internally, and at each interface lie a number of processes.

This core must be surrounded by a commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organization to create total quality.

These are the foundations of TQM, and they are supported by the key management functions of people,... Continue reading "Administrative Models: TQM and Just In Time Strategies" »

Introduction

What is a Project?

A project is a single, complex, unique task that is limited in costs and time and has predefined goals and assigned resources. It starts from an idea that needs to be prepared and planned, then performed to achieve a goal within a fixed cost/time/quality arrangement. A project is a temporary enterprise, characterized by a high intensity of human and material resources, unique aims, unique participants, and unique tools.

Project Participants

Direct Participants:

• Client
• Designer (Architect, Structural Engineer, Civil Engineer, Mechanical Engineer, Electrical Engineer)
• Contractor (General Contractor, Subcontractors)

Indirect Participants:

• Authorities (Public Services)
• Financing Organizations
• Insurance Companies

External Participants:

Module 5: Master Plan

Master Plan: Port potential and infrastructure

Registers the port's potential development for 20 years or more, focusing on infrastructure, as a result of evaluating different alternatives and being coherent with the previous strategic port analysis.

Basic elements

• Traffic prospects
• Current port capacity and evolution
• Different infrastructure evaluations and access to satisfy demand

Traffic

Traffic has 2 goals:

• Port development planning
• Income budget, very important for the financial evaluation of the plan

You must have at hand the port tariff structure.

Classification

Classification: Nature, Presentation, Objective/Destination.

Disaggregation

Disaggregation:

• Sectors - Products: Liquid and dry bulk
• General: Containerized; Non-Containerized;