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Force Account
You have learnt that direct contracting is used under a limited number or exceptional circumstances without inviting any open bids.
Force account is to make use of your own personnel and equipment, or to do the work or procure goods without prior agreement as required for lump sum or unit price. For example, when you have skilled labour for execution of certain components of the work, you need not call for bids for completing the work. However, you should justify this on economic grounds.
E l e ments of a strategic design The elements of strategic design are: V i sion: This is the big picture of where the organisation wants to be in the future. This ma
Question: (a) Change has become an inevitable feature of organisational life in today's competitive business world. Change can manifest itself in two forms. It can either simpl
C ontract close-out: Contract close-out begins with checking for physical completion, i.e., whether all services have been performed and products delivered. Closeout
Purposes: Description, exploration and explanation are three main purposes of survey approach. a) Description: Surveys are frequently conducted for the purposes of ma
Ascertaining Demand: Since demand is a basic factor in selection you have to develop a system for ascertaining the demand- Demand includes both expressed wants and unexpressed
Product development cycle All products under development typically follow the cycle of market place-to-market place. The development starts with identification of a product in
QUESTION Federal Express: Turning expressed knowledge into profits ‘Before the emergence of the web, Federal Express developed and implemented an internal technology based syst
Facilitating Centres/Services Traditionally, only libraries functioned as facilitators, but over a period of time, several other specialized facilitating services have come i
In these teams the members themselves will not only perform the work but also monitor, measure, and manage their performance.
Question 1: "John Kotter (1996), developed an eight-step model of organisational change, designed to help transform organizations and then anchor the new behaviours, systems, a
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