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1ef38c8536
| Author | SHA1 | Date | |
|---|---|---|---|
| 1ef38c8536 | |||
| 8c1fc5ec1d |
@ -1,45 +0,0 @@
|
||||
![[LabExp-2. Differential amplifier and Bode Diagram.pdf]]
|
||||
|
||||
```circuitjs
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||||
$ 1 0.000005 10.20027730826997 50 5 43 5e-11
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v 128 176 128 320 0 0 40 1 0 0 0.5
|
||||
r 128 176 272 176 0 100000
|
||||
r 128 320 272 320 0 100000
|
||||
r 272 320 272 400 0 1000000
|
||||
g 272 400 272 448 0 0
|
||||
409 304 240 416 240 1 0.6 -24.378033571762376 0.0231 0
|
||||
w 272 320 304 256 0
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||||
w 272 176 304 224 0
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||||
R 352 208 352 144 0 0 40 15 0 0 0.5
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||||
R 352 272 352 352 0 0 40 -15 0 0 0.5
|
||||
r 320 112 416 112 0 1000000
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||||
w 416 240 416 112 2
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||||
w 272 176 320 112 0
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||||
v 592 192 592 320 0 0 40 5 0 0 0.5
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o 11 64 0 151554 20 0.1 0 2 11 3
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||||
```
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||||
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When supplied with $1V$ this circuit should produce an output voltage of $10v$
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|
||||
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||||
| data | x | y |
|
||||
|------|---|----|
|
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| Data1| 4 | 1 |
|
||||
| Data2| 1 | 1 |
|
||||
| Data3| 3 | 2 |
|
||||
| Data4| 1 | 7 |
|
||||
| Data5| 3 | 1 |
|
||||
^data
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||||
|
||||
```chart
|
||||
type: line
|
||||
beginAtZero: true
|
||||
fill: true
|
||||
id: data
|
||||
tension: .5
|
||||
legend: true
|
||||
layout: columns
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||||
width: 80%
|
||||
```
|
||||
|
||||
|
||||
@ -1,95 +0,0 @@
|
||||
# Class 03
|
||||
|
||||
**Non Linear functions with OAs**
|
||||
|
||||
**Multivibrator**
|
||||
Has negative and positive feedback, but net positive
|
||||
|
||||
|
||||
**Log and AntiLog**
|
||||
Amplifier with negative Feedback, but also
|
||||
|
||||
**Logarithmic Converters**
|
||||
Logarithmic / AntiLog (Exponential) Converter
|
||||
|
||||
Sound level is given in Decibels, as it is always compared to the sound threshold.
|
||||
|
||||
$$
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||||
20\log{\frac{P}{P_{0}}}
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$$
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$V_out = -V_{T}*\ln{}$
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$V_o = R_1Ie^{\frac{-V_i}{V_T}}$
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||||
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![[Pasted image 20220503133103.png]]
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Expression of the above system
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$V_in = -R_in * I_in = -Rin*I_sat e^{\frac{E_o}{V_T}}$
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$\displaystyle E_O = V_T \ln(-\frac{V_in}{R_in*I_sat})$
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||||
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![[Class_03 2022-05-03 13.39.51.excalidraw]]
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||||
$$
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||||
\begin{flalign}
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&V_1 = -V_T\ln{\frac{Vi}{R1*I_{ES}}}&\\\
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&V_2 = -V_T\ln{\frac{Vi}{R2*I_{ES}}}&\\
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&V_O = -(V_1+V_2)&\\
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&V_O = V_T\ln{(\frac{V_{i1}V_{i2}}{(RI_{ES})^2})}&\\
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&V_O' = -RI_{es}e^{\frac{V_O}{V_T}}&\\
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&V_O' = -\frac{V_{i1}V_{i2}}{RI_{es}}&\\
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\\
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||||
&V_O'' = V_{i1}V_{i2}&\\
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||||
\end{flalign}
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||||
$$****
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||||
|
||||
```circuitjs
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||||
$ 1 0.000005 10.20027730826997 50 5 43 5e-11
|
||||
i -192 208 -112 208 0 0.01
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||||
a -112 224 16 224 8 15 -15 1000000 10.624172192589858 0 100000
|
||||
g -112 240 -112 288 0 0
|
||||
w -112 208 -112 128 0
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||||
t 64 176 64 128 0 1 14.983134150394081 15.001062402219262 100 default
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||||
t -16 176 -16 128 0 -1 -0.63704611232159 24.98818848248753 100 default
|
||||
w -112 128 -32 128 0
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||||
w -16 176 -16 272 0
|
||||
w -16 272 96 272 0
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||||
r 96 272 96 336 0 1000
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||||
g 96 336 96 368 0 0
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||||
w 96 272 208 272 0
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||||
r 208 272 208 144 0 1000
|
||||
a 112 144 208 144 8 15 -15 1000000 -14.983134150394081 0 100000
|
||||
w 0 128 16 128 0
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||||
w 16 128 48 128 0
|
||||
w 16 128 16 224 0
|
||||
g 64 176 64 192 0 0
|
||||
i 192 48 112 48 0 0.01
|
||||
w 112 48 112 128 0
|
||||
w 80 128 112 128 0
|
||||
g 112 160 112 208 0 0
|
||||
g 192 48 224 48 0 0
|
||||
g -192 208 -224 208 0 0
|
||||
O 208 144 240 144 1 0
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||||
x 235 217 265 220 4 24 R1
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||||
x 124 308 154 311 4 24 R2
|
||||
```
|
||||
$$
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||||
\begin{flalign}
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||||
&I_1 = I_{es}e^{\frac{V_{BE_1}}{V_T}} \longrightarrow V_{BE_1} = V_T \ln{\frac{I_1}{I_{es}}}&\\\
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||||
&I_1 = I_{es}e^{\frac{V_{BE_2}}{V_T}} \longrightarrow V_{BE_2} = V_T \ln{\frac{I_2}{I_{es}}}&\\\
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||||
&V_1 = V_O*\frac{R2}{R1+R2}&\\
|
||||
&V_O = (1+\frac{R1}{R2})V_T\ln{\frac{I_1}{I_2}}
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||||
\end{flalign}
|
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$$
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||||
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![[Pasted image 20220503142156.png]]
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$$
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\begin{flalign}
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||||
&V_{ref} = R_{ref}I_1 = R_{ref}I_{es}e^{\frac{V_{BE_1}}{V_T}} \longrightarrow V_T\ln{\frac{V_{ref}}{R_{ref}I_{es}}} = V_{BE_1}&\\\
|
||||
&V_O = RI_2 = RI_{es}e^{\frac{V_{BE_2}}{V_T}} \longrightarrow V_T\ln{\frac{V_O}{R_{ref}I_{es}}} = V_{BE_2} &\\
|
||||
&V_1 = V_i \frac{R_2}{R_1+R_2}&\\
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&V_i = (1+\frac{R_1}{R_2})V_T \ln{\frac{V_{ref}}{V_O}\frac{R}{R_{ref}}}&\\
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||||
&V_O = \frac{V_{ref}}{}
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\end{flalign}
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$$
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@ -1,44 +0,0 @@
|
||||
|
||||
```circuitjs
|
||||
$ 1 0.000005 10.20027730826997 50 5 43 5e-11
|
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R 80 336 16 336 0 0 40 20 0 0 0.5
|
||||
t 192 320 240 320 0 1 1.9615942922422976e+59 1.9615942922422976e+59 100 default
|
||||
r 240 336 240 400 0 870.13
|
||||
g 240 400 240 432 0 0
|
||||
R 240 304 240 256 0 0 40 15 0 0 0.5
|
||||
w 240 336 320 336 0
|
||||
w 320 336 320 176 0
|
||||
w 320 176 80 176 0
|
||||
w 80 176 80 304 0
|
||||
R 320 336 384 336 0 0 40 5 0 0 0.5
|
||||
409 80 320 192 320 1 0.6 0 25 0
|
||||
R 128 288 128 256 0 0 40 15 0 0 0.5
|
||||
g -16 368 -16 416 0 0
|
||||
R 128 352 128 416 0 0 40 -15 0 0 0.5
|
||||
o 1 16 6 159746 0.0001 0.0001 0 1
|
||||
38 2 F1 0 1 1000 -1 Resistance
|
||||
38 0 F1 0 -20 20 -1 Voltage
|
||||
```
|
||||
|
||||
|
||||
|
||||
```circuitjs
|
||||
$ 1 0.000005 382.76258214399064 50 5 43 5e-11
|
||||
g -16 368 -16 416 0 0
|
||||
v -16 368 -16 272 0 1 159 1 0 0 0.5
|
||||
r -16 272 80 272 0 10000
|
||||
c 80 176 192 176 0 1e-8 11.574895081799204 0.001
|
||||
w 80 272 80 176 0
|
||||
w 80 176 80 96 0
|
||||
r 80 96 192 96 0 100000
|
||||
w 192 96 192 176 0
|
||||
409 80 288 192 288 1 0.6 29.037879762735045 0.023100000000000002 0
|
||||
R 128 256 128 208 0 0 40 -15 0 0 0.5
|
||||
R 128 320 128 368 0 0 40 15 0 0 0.5
|
||||
w 80 304 80 368 0
|
||||
r 80 368 80 432 0 10000
|
||||
g 80 432 80 464 0 0
|
||||
w 192 288 192 176 0
|
||||
O 192 288 272 288 0 0
|
||||
o 15 16 0 159754 13.6659683006871 0.0001 0 1
|
||||
```
|
||||
@ -1,47 +0,0 @@
|
||||
```circuitjs
|
||||
$ 1 0.000009999999999999999 114.32915054483153 70 5 43 5e-11
|
||||
R 128 576 128 640 0 2 2000 1 0 0 0.5
|
||||
r 128 576 192 576 0 10000
|
||||
w 192 576 192 512 0
|
||||
c 192 512 304 512 0 1e-8 -1.1876003937016104 0.001
|
||||
w 192 512 192 448 0
|
||||
r 192 448 304 448 0 100000
|
||||
w 304 448 304 512 0
|
||||
a 192 592 304 592 8 15 -15 1000000 -0.000011875885178164322 0 100000
|
||||
w 304 512 304 592 0
|
||||
r 192 608 192 688 0 10000
|
||||
g 192 688 192 736 0 0
|
||||
O 304 592 384 592 1 0
|
||||
i 96 272 96 176 0 2.73e-7
|
||||
g 96 272 96 304 0 0
|
||||
w 96 176 176 176 0
|
||||
r 176 176 288 176 0 50000
|
||||
w 288 176 288 256 0
|
||||
a 176 256 288 256 8 15 -15 1000000 1.3649863501364987e-7 0 100000
|
||||
w 176 176 176 240 0
|
||||
g 176 272 176 320 0 0
|
||||
O 288 256 352 256 1 0
|
||||
v 144 1200 144 1056 0 3 2 2.5 0 0 0.5
|
||||
g 144 1200 144 1248 0 0
|
||||
r 144 1024 256 1024 0 4700
|
||||
c 256 1024 320 1024 0 6.800000000000001e-7 -2.1090889233631698 0.001
|
||||
w 320 1024 320 912 0
|
||||
r 320 912 448 912 0 47000
|
||||
a 320 1040 448 1040 8 15 -15 1000000 0.0000063815283964859994 0 100000
|
||||
r 320 1056 320 1152 0 4700
|
||||
g 320 1152 320 1200 0 0
|
||||
w 448 1040 448 912 0
|
||||
O 448 1040 528 1040 0 0
|
||||
w 144 1056 144 1024 2
|
||||
R 112 1568 112 1648 0 1 31.8 0.5 0 0 0.5
|
||||
r 112 1568 192 1568 0 4700
|
||||
c 192 1568 272 1568 0 6.800000000000001e-7 0.4208989773913313 0.001
|
||||
a 272 1584 384 1584 8 15 -15 1000000 -0.0000013057273954973784 0 100000
|
||||
r 272 1600 272 1680 0 1000
|
||||
g 272 1680 272 1712 0 0
|
||||
w 272 1568 272 1472 0
|
||||
r 272 1472 384 1472 0 47000
|
||||
w 384 1472 384 1584 0
|
||||
O 384 1584 448 1584 1 0
|
||||
403 400 1632 624 1760 0 42_64_0_4098_10_0.1_-1_1
|
||||
```
|
||||
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Before Width: | Height: | Size: 82 KiB |
@ -1,42 +0,0 @@
|
||||
---
|
||||
|
||||
excalidraw-plugin: parsed
|
||||
tags: [excalidraw]
|
||||
|
||||
---
|
||||
==⚠ Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
|
||||
|
||||
|
||||
# Text Elements
|
||||
%%
|
||||
# Drawing
|
||||
```json
|
||||
{
|
||||
"type": "excalidraw",
|
||||
"version": 2,
|
||||
"source": "https://excalidraw.com",
|
||||
"elements": [],
|
||||
"appState": {
|
||||
"theme": "dark",
|
||||
"viewBackgroundColor": "#ffffff",
|
||||
"currentItemStrokeColor": "#000000",
|
||||
"currentItemBackgroundColor": "transparent",
|
||||
"currentItemFillStyle": "hachure",
|
||||
"currentItemStrokeWidth": 1,
|
||||
"currentItemStrokeStyle": "solid",
|
||||
"currentItemRoughness": 1,
|
||||
"currentItemOpacity": 100,
|
||||
"currentItemFontFamily": 1,
|
||||
"currentItemFontSize": 20,
|
||||
"currentItemTextAlign": "left",
|
||||
"currentItemStrokeSharpness": "sharp",
|
||||
"currentItemStartArrowhead": null,
|
||||
"currentItemEndArrowhead": "arrow",
|
||||
"currentItemLinearStrokeSharpness": "round",
|
||||
"gridSize": null,
|
||||
"colorPalette": {}
|
||||
},
|
||||
"files": {}
|
||||
}
|
||||
```
|
||||
%%
|
||||
@ -1,697 +0,0 @@
|
||||
---
|
||||
|
||||
excalidraw-plugin: parsed
|
||||
tags: [excalidraw]
|
||||
|
||||
---
|
||||
==⚠ Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
|
||||
|
||||
|
||||
# Text Elements
|
||||
milk ^hyBkaOoN
|
||||
|
||||
coffee
|
||||
machine ^XiUPjPdV
|
||||
|
||||
coffee ^jAeBw6gR
|
||||
|
||||
latte
|
||||
machiato ^H81raFwq
|
||||
|
||||
^vbf3aQn6
|
||||
|
||||
water ^Sg07YhhS
|
||||
|
||||
%%
|
||||
# Drawing
|
||||
```json
|
||||
{
|
||||
"type": "excalidraw",
|
||||
"version": 2,
|
||||
"source": "https://excalidraw.com",
|
||||
"elements": [
|
||||
{
|
||||
"type": "rectangle",
|
||||
"version": 366,
|
||||
"versionNonce": 1921949234,
|
||||
"isDeleted": false,
|
||||
"id": "5h7c_bRftqslKy_4WgVqe",
|
||||
"fillStyle": "hachure",
|
||||
"strokeWidth": 1,
|
||||
"strokeStyle": "solid",
|
||||
"roughness": 1,
|
||||
"opacity": 100,
|
||||
"angle": 0,
|
||||
"x": -309.5998738606771,
|
||||
"y": -179.2679506937663,
|
||||
"strokeColor": "#000000",
|
||||
"backgroundColor": "transparent",
|
||||
"width": 72,
|
||||
"height": 43,
|
||||
"seed": 1635115822,
|
||||
"groupIds": [],
|
||||
"strokeSharpness": "sharp",
|
||||
"boundElements": [
|
||||
{
|
||||
"type": "text",
|
||||
"id": "hyBkaOoN"
|
||||
},
|
||||
{
|
||||
"id": "YLXC1S5Tpp3YSCCPQje_p",
|
||||
"type": "arrow"
|
||||
}
|
||||
],
|
||||
"updated": 1652683862303,
|
||||
"link": null,
|
||||
"locked": false
|
||||
},
|
||||
{
|
||||
"type": "text",
|
||||
"version": 301,
|
||||
"versionNonce": 970397166,
|
||||
"isDeleted": false,
|
||||
"id": "hyBkaOoN",
|
||||
"fillStyle": "hachure",
|
||||
"strokeWidth": 1,
|
||||
"strokeStyle": "solid",
|
||||
"roughness": 1,
|
||||
"opacity": 100,
|
||||
"angle": 0,
|
||||
"x": -304.5998738606771,
|
||||
"y": -167.7679506937663,
|
||||
"strokeColor": "#000000",
|
||||
"backgroundColor": "transparent",
|
||||
"width": 62,
|
||||
"height": 20,
|
||||
"seed": 1704233006,
|
||||
"groupIds": [],
|
||||
"strokeSharpness": "sharp",
|
||||
"boundElements": [],
|
||||
"updated": 1652683862303,
|
||||
"link": null,
|
||||
"locked": false,
|
||||
"fontSize": 16,
|
||||
"fontFamily": 1,
|
||||
"text": "milk",
|
||||
"rawText": "milk",
|
||||
"baseline": 13,
|
||||
"textAlign": "center",
|
||||
"verticalAlign": "middle",
|
||||
"containerId": "5h7c_bRftqslKy_4WgVqe",
|
||||
"originalText": "milk"
|
||||
},
|
||||
{
|
||||
"type": "rectangle",
|
||||
"version": 444,
|
||||
"versionNonce": 1658387250,
|
||||
"isDeleted": false,
|
||||
"id": "yHOQMjPYW5KY35vq0o5IQ",
|
||||
"fillStyle": "hachure",
|
||||
"strokeWidth": 1,
|
||||
"strokeStyle": "solid",
|
||||
"roughness": 1,
|
||||
"opacity": 100,
|
||||
"angle": 0,
|
||||
"x": -100.53697204589844,
|
||||
"y": -128.56269454956055,
|
||||
"strokeColor": "#000000",
|
||||
"backgroundColor": "transparent",
|
||||
"width": 72,
|
||||
"height": 75,
|
||||
"seed": 1939880878,
|
||||
"groupIds": [],
|
||||
"strokeSharpness": "sharp",
|
||||
"boundElements": [
|
||||
{
|
||||
"id": "XiUPjPdV",
|
||||
"type": "text"
|
||||
},
|
||||
{
|
||||
"id": "w2-13xGpVtuUuKcsHx5ji",
|
||||
"type": "arrow"
|
||||
},
|
||||
{
|
||||
"id": "YLXC1S5Tpp3YSCCPQje_p",
|
||||
"type": "arrow"
|
||||
},
|
||||
{
|
||||
"id": "qmDf5jtPUUge_EH4cYm92",
|
||||
"type": "arrow"
|
||||
},
|
||||
{
|
||||
"id": "o7mLGRC0zuJRLCtn-q0qy",
|
||||
"type": "arrow"
|
||||
}
|
||||
],
|
||||
"updated": 1652683859765,
|
||||
"link": null,
|
||||
"locked": false
|
||||
},
|
||||
{
|
||||
"type": "text",
|
||||
"version": 394,
|
||||
"versionNonce": 262998254,
|
||||
"isDeleted": false,
|
||||
"id": "XiUPjPdV",
|
||||
"fillStyle": "hachure",
|
||||
"strokeWidth": 1,
|
||||
"strokeStyle": "solid",
|
||||
"roughness": 1,
|
||||
"opacity": 100,
|
||||
"angle": 0,
|
||||
"x": -95.53697204589844,
|
||||
"y": -111.06269454956055,
|
||||
"strokeColor": "#000000",
|
||||
"backgroundColor": "transparent",
|
||||
"width": 62,
|
||||
"height": 40,
|
||||
"seed": 1112874546,
|
||||
"groupIds": [],
|
||||
"strokeSharpness": "sharp",
|
||||
"boundElements": [],
|
||||
"updated": 1652683859765,
|
||||
"link": null,
|
||||
"locked": false,
|
||||
"fontSize": 16,
|
||||
"fontFamily": 1,
|
||||
"text": "coffee\nmachine",
|
||||
"rawText": "coffee\nmachine",
|
||||
"baseline": 33,
|
||||
"textAlign": "center",
|
||||
"verticalAlign": "middle",
|
||||
"containerId": "yHOQMjPYW5KY35vq0o5IQ",
|
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"files": {}
|
||||
}
|
||||
```
|
||||
%%
|
||||
@ -1,18 +0,0 @@
|
||||
# Multivibrator
|
||||
|
||||
![[Pasted image 20220503131539.png]]
|
||||
The Operational Amplifier or Op-amp for short, is a very versatile device that can be used in a variety of different electronic circuits and applications, from voltage amplifiers, to filters, to signal conditioners. But one very simple and extremely useful op-amp circuit based around any general purpose operational amplifier is the Astable Op-amp Multivibrator.
|
||||
|
||||
We saw in our tutorials about Sequential Logic that multivibrator circuits can be constructed using transistors, logic gates or from dedicated chips such as the NE555 timer. We also saw that the astable multivibrator switches continuously between its two unstable states without the need for any external triggering.
|
||||
|
||||
But the problem with using these components to produce an astable multivibrator circuit is that for transistor based astables, many additional components are required, digital astables can generally only be used in digital circuits, and the use of a 555 timer may not always give us a symmetrical output without additional biasing components. The Op-amp Multivibrator circuit however, can provide us with a good rectangular wave signal with the use of just four components, three resistors and a timing capacitor.
|
||||
|
||||
The Op-amp Multivibrator is an astable oscillator circuit that generates a rectangular output waveform using an RC timing network connected to the inverting input of the operational amplifier and a voltage divider network connected to the other non-inverting input.
|
||||
|
||||
Unlike the monostable or bistable, the astable multivibrator has two states, neither of which are stable as it is constantly switching between these two states with the time spent in each state controlled by the charging or discharging of the capacitor through a resistor.
|
||||
|
||||
In the op-amp multivibrator circuit the op-amp works as an analogue comparator. An op-amp comparator compares the voltages on its two inputs and gives a positive or negative output depending on whether the input is greater or less than some reference value, VREF.
|
||||
|
||||
However, because the open-loop op-amp comparator is very sensitive to the voltage changes on its inputs, the output can switch uncontrollably between its positive, +V(sat) and negative, -V(sat) supply rails whenever the input voltage being measured is near to the reference voltage, VREF.
|
||||
|
||||
To eliminate any erratic or uncontrolled switching operations, the op-amp used in the multivibrator circuit is configured as a closed-loop Schmitt Trigger circuit. Consider the circuit below.
|
||||
Binary file not shown.
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|
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@ -1,52 +0,0 @@
|
||||
# Class 1 (Actually 7)
|
||||
|
||||
[Unit7](https://poliformat.upv.es/access/content/group/GRA_12151_2021/GRUPO%20ARA%20221/ARA%20Group/Unit7_2020.pdf);
|
||||
|
||||
[Victors Notes](https://drive.google.com/file/d/1R43h35y8GGcLW_wxEqkptq_Dw9z0P8Qs/view?ts=62274288)
|
||||
|
||||
[Victors Notes V2](https://drive.google.com/file/d/1FADJ7zUkBj_noAySxlhWMZb1Ht2AKPjN/view?ts=62274357)
|
||||
|
||||
## Topology of a System
|
||||
- Differential
|
||||
- Rounding
|
||||
- Terminals
|
||||
- Reference Points
|
||||
- Transfer Function
|
||||
![[units#Henry]]
|
||||
|
||||
## Integrator
|
||||
## Voltage Divider
|
||||
## Invertal Amplifier
|
||||
## Linear Amplifier
|
||||
## Convertes U-I I-U
|
||||
## Differential Amplifier
|
||||
## Operational Amplivier
|
||||
## Buffer
|
||||
|
||||
## 7.4 (Voltage to current Converter)
|
||||
|
||||
Why would I want to convert a voltage to a current?
|
||||
|
||||
For most digital systems we work with voltage,
|
||||
|
||||
Over long distances we convert voltage to current, because over distance the voltage drops due to the resistance in the wire.
|
||||
|
||||
Convert voltage signal 0v - 5v to current 4mA - 20mA
|
||||
|
||||
## 7.4 (Converters Based on OAs)
|
||||
|
||||
Negative feedback is when the input is connected to the negative output.
|
||||
|
||||
The voltage is differenctial,
|
||||
|
||||
## 7.43 (Converters Based on OAs)
|
||||
|
||||
Current-Controlled Voltage Source (i-V converter);
|
||||
|
||||
Transfer function is always voltage
|
||||
|
||||
## Homeworks
|
||||
|
||||
When will i get satuiration, and voltage first or current first
|
||||
|
||||
![[PXL_20220405_112749274.PANO.jpg]]![[PXL_20220322_120014885.jpg]]![[PXL_20220322_114639662.jpg]]
|
||||
@ -1,61 +0,0 @@
|
||||
|
||||
# Voltage-controlled current source
|
||||
```circuitjs
|
||||
$ 1 0.000005 10.20027730826997 50 5 50 5e-11
|
||||
409 640 368 800 368 1 0.6 -16.023420346306043 0.023100000000000002 0
|
||||
v 592 432 592 384 0 0 40 1 0 0 0.5
|
||||
w 592 384 640 384 0
|
||||
r 800 368 880 368 0 470
|
||||
w 800 368 800 256 0
|
||||
w 800 256 592 256 0
|
||||
w 592 256 592 352 0
|
||||
w 592 352 640 352 0
|
||||
w 592 432 880 432 0
|
||||
w 880 368 880 432 0
|
||||
w 880 368 928 368 3
|
||||
r 928 368 928 448 0 220
|
||||
g 928 448 928 496 0 0
|
||||
R 720 400 720 496 0 0 40 -15 0 0 0.5
|
||||
R 720 336 720 208 0 0 40 15 0 0 0.5
|
||||
p 800 368 800 416 1 0 0
|
||||
o 10 16 3 159746 0.0001 0.0001 0 1
|
||||
o 3 16 3 159746 0.0001 0.0001 1 1
|
||||
38 1 F1 0 0 12 -1 Voltage
|
||||
```
|
||||
|
||||
|
||||
# Differentiators based on OA
|
||||
```circuitjs
|
||||
$ 1 0.000005 10.20027730826997 50 5 50 5e-11
|
||||
c 512 416 624 416 0 6.8000000000000005e-9 11.432213268038161 0.001
|
||||
409 624 432 768 432 1 0.6 29.03806612154948 0.0231 0
|
||||
r 624 352 768 352 0 470
|
||||
w 768 432 768 352 0
|
||||
w 624 416 624 352 0
|
||||
g 624 448 624 496 0 0
|
||||
R 512 416 512 480 0 1 50 5 0 0 0.5
|
||||
R 688 400 688 368 0 0 40 -15 0 0 0.5
|
||||
R 688 464 688 496 0 0 40 15 0 0 0.5
|
||||
O 768 432 832 432 1 0
|
||||
o 9 16 0 159746 14.661466041813108 0.0001 0 1
|
||||
```
|
||||
|
||||
# Pseudo Integrators based on OA
|
||||
```circuitjs
|
||||
$ 1 0.000005 10.20027730826997 50 5 50 5e-11
|
||||
409 624 432 768 432 1 0.6 29.035877276181203 0.0231 0
|
||||
r 624 352 768 352 0 10000
|
||||
w 768 432 768 352 0
|
||||
w 624 416 624 352 0
|
||||
g 624 448 624 496 0 0
|
||||
R 512 416 512 480 0 1 50 1 0 0 0.5
|
||||
R 688 400 688 368 0 0 40 -15 0 0 0.5
|
||||
R 688 464 688 496 0 0 40 15 0 0 0.5
|
||||
O 768 432 832 432 1 0
|
||||
w 624 352 624 288 0
|
||||
w 768 352 768 288 0
|
||||
c 624 288 768 288 0 1.0000000000000001e-7 12.907537355618608 0.001
|
||||
r 512 416 624 416 0 1000
|
||||
o 8 16 0 159746 13.58313090577521 0.0001 0 1
|
||||
o 5 16 0 159746 0.9999999999999959 0.0001 0 2 5 3
|
||||
```
|
||||
@ -1,65 +0,0 @@
|
||||
# Lab Experiment 4
|
||||
|
||||
```circuitjs
|
||||
$ 64 0.000005 1.0312258501325766 50 5 50 5e-11
|
||||
v 160 288 160 208 0 0 40 1 0 0 0.5
|
||||
409 192 192 320 192 1 0.6 -0.38582909293815426 0.0231 0
|
||||
w 160 208 192 208 2
|
||||
w 160 288 416 288 0
|
||||
r 320 192 416 192 0 470
|
||||
w 416 192 416 288 0
|
||||
w 416 192 464 192 1
|
||||
r 464 192 464 288 0 220
|
||||
g 464 288 464 320 0 0
|
||||
w 192 176 160 176 0
|
||||
w 160 176 160 112 0
|
||||
w 160 112 320 112 0
|
||||
w 320 112 320 192 0
|
||||
R 256 160 256 128 0 0 40 -15 0 0 0.5
|
||||
R 256 224 256 272 0 0 40 -15 0 0 0.5
|
||||
O 464 192 528 192 1 0
|
||||
38 0 F1 0 0 12 -1 Vin
|
||||
```
|
||||
|
||||
|
||||
| Vin(V) | Aout(mA) |
|
||||
|----|-------|
|
||||
| 0 | 2.13 |
|
||||
| 1 | 4.26 |
|
||||
| 2 | 6.38 |
|
||||
| 3 | 8.2 |
|
||||
| 4 | 9 |
|
||||
| 5 | 10 |
|
||||
| 6 | 12 |
|
||||
| 7 | 12 |
|
||||
| 8 | 12 |
|
||||
| 9 | 12 |
|
||||
| 10 | 12 |
|
||||
| 11 | 12 |
|
||||
| 12 | 12 |
|
||||
^data
|
||||
|
||||
```chart
|
||||
type: line
|
||||
beginAtZero: true
|
||||
id: data
|
||||
tension: .1
|
||||
legend: true
|
||||
layout: columns
|
||||
width: 80%
|
||||
```
|
||||
|
||||
```circuitjs
|
||||
$ 64 0.000005 1.0312258501325766 50 5 50 5e-11
|
||||
v 128 288 128 192 0 1 40 5 0 0 0.5
|
||||
c 128 192 240 192 0 0.00001 8.034961945589814 0.001
|
||||
w 240 192 240 112 0
|
||||
r 240 112 352 112 0 1000
|
||||
g 240 224 240 288 0 0
|
||||
g 128 288 128 320 0 0
|
||||
409 240 208 352 208 1 0.6 29.024347009752177 0.0231 0
|
||||
R 288 176 288 144 0 0 40 -15 0 0 0.5
|
||||
R 288 240 288 288 0 0 40 15 0 0 0.5
|
||||
w 352 208 352 112 0
|
||||
O 352 208 416 208 1 0
|
||||
```
|
||||
@ -1,116 +0,0 @@
|
||||
# Lux Meter
|
||||
|
||||
We want to create a lux meter with a output voltage of $0V \le V_O \le 5V$.
|
||||
|
||||
```circuitjs
|
||||
$ 1 0.000005 310.77885238917384 50 5 43 5e-11
|
||||
R 144 176 144 96 0 0 40 10 0 0 0.5
|
||||
w 144 176 96 176 0
|
||||
w 144 176 192 176 0
|
||||
r 96 176 96 304 0 250000.5
|
||||
r 192 176 192 272 0 250000.5
|
||||
w 96 304 272 304 0
|
||||
w 192 272 272 272 0
|
||||
374 192 272 192 416 0 0.0001 Light\sBrightness
|
||||
r 96 304 96 416 0 250000.5
|
||||
g 96 416 96 480 0 0
|
||||
g 192 416 192 480 0 0
|
||||
r 272 272 368 272 0 1000
|
||||
r 272 304 368 304 0 1000
|
||||
w 368 304 368 352 0
|
||||
w 368 352 336 352 0
|
||||
w 368 352 400 352 0
|
||||
r 336 352 336 448 0 1000
|
||||
c 400 352 400 448 0 0.00001 0.03937000124011876 0.001
|
||||
w 336 448 368 448 0
|
||||
w 368 448 400 448 0
|
||||
g 368 448 368 480 0 0
|
||||
w 528 288 528 192 0
|
||||
r 528 192 368 192 0 1000
|
||||
w 368 192 368 272 0
|
||||
c 368 128 528 128 0 0.00001 0.03890407578567912 0.001
|
||||
w 528 192 528 128 0
|
||||
w 368 128 368 192 0
|
||||
b 272 64 568 521 0
|
||||
b 16 64 251 520 0
|
||||
x 25 91 91 94 4 24 Signal
|
||||
x 278 91 394 94 4 24 LPF\s/\sAMP
|
||||
b 581 64 797 521 0
|
||||
x 594 95 675 98 4 24 Inverter
|
||||
w 528 288 592 288 2
|
||||
r 592 288 656 288 0 1000
|
||||
w 656 320 656 352 0
|
||||
g 656 352 656 384 0 0
|
||||
w 656 288 656 224 0
|
||||
r 656 224 768 224 0 1000
|
||||
w 768 224 768 304 0
|
||||
a 368 288 528 288 8 15 -15 1000000 0.0393699965809108 0.03937000124011876 100000
|
||||
a 656 304 768 304 8 15 -15 1000000 4.659114770021441e-9 0 100000
|
||||
O 912 304 976 304 1 0
|
||||
w 768 304 912 304 0
|
||||
b 292 330 460 515 0
|
||||
x 300 345 324 348 4 12 HPF
|
||||
38 3 F1 0 1 500000 -1 Rs
|
||||
38 8 F1 0 1 500000 0 \0
|
||||
38 4 F1 0 1 500000 0 \0
|
||||
```
|
||||
|
||||
|
||||
# Design 2
|
||||
|
||||
```circuitjs
|
||||
$ 1 0.000005 10.20027730826997 50 5 43 5e-11
|
||||
g -80 272 -80 304 0 0
|
||||
v -80 272 -80 176 0 0 40 10 0 0 0.5
|
||||
w -80 176 32 176 0
|
||||
w 32 176 32 192 0
|
||||
w 32 192 0 192 0
|
||||
w 32 192 64 192 0
|
||||
r 0 192 0 288 0 251000
|
||||
r 0 288 0 368 0 251000
|
||||
r 64 192 64 256 0 251000
|
||||
w 64 368 32 368 0
|
||||
w 0 368 32 368 0
|
||||
w 32 368 32 384 0
|
||||
g 32 384 32 416 0 0
|
||||
w 0 288 160 288 0
|
||||
w 64 256 160 256 0
|
||||
w 160 256 160 208 2
|
||||
w 160 288 160 304 2
|
||||
w 160 208 256 208 0
|
||||
w 160 304 256 304 0
|
||||
a 256 224 368 224 9 10 -10 1000000 2.115054761480507 2.115075912028122 100000
|
||||
a 256 320 368 320 9 10 -10 1000000 4.999950000499995 5 100000
|
||||
w 256 240 256 272 0
|
||||
w 256 272 368 272 0
|
||||
w 368 224 368 272 0
|
||||
w 256 368 368 368 0
|
||||
w 256 336 256 368 0
|
||||
w 368 368 368 320 0
|
||||
w 368 320 448 320 0
|
||||
w 368 272 448 272 0
|
||||
r 448 272 528 272 0 1000
|
||||
r 448 320 528 320 0 1000
|
||||
w 528 320 528 304 0
|
||||
w 528 176 528 272 0
|
||||
a 528 288 640 288 9 10 -10 1000000 1.0928261699808117 1.0927953310887633 100000
|
||||
w 528 320 528 368 0
|
||||
r 528 368 640 368 0 1069
|
||||
c 528 416 640 416 0 0.000001 4.17671537481608 0.001
|
||||
w 528 368 528 416 0
|
||||
w 640 416 640 368 0
|
||||
w 640 368 640 288 0
|
||||
c 528 128 640 128 0 0.000001 1.0927953310887633 0.001
|
||||
r 528 176 640 176 0 1069
|
||||
w 528 176 528 128 0
|
||||
w 640 128 640 176 0
|
||||
g 640 176 640 192 0 0
|
||||
O 640 288 704 288 1 0
|
||||
b -48 80 112 455 0
|
||||
x -42 107 46 110 4 24 SIGNAL
|
||||
x 127 106 239 109 4 24 BUFFERS
|
||||
b 119 80 439 455 0
|
||||
b 448 82 768 457 0
|
||||
x 456 108 676 111 4 24 INV-DIF-AMPLIFIER
|
||||
374 64 256 64 368 0 0.32680000000000003 Light\sBrightness
|
||||
```
|
||||
@ -1,75 +0,0 @@
|
||||
# Why does an Engineer study Business?
|
||||
|
||||
**General Knowledge**
|
||||
- The world is economic
|
||||
- who has heard of the crisis
|
||||
- CPI? Unemployment Rate?
|
||||
- Interest Rates
|
||||
|
||||
**Personal Motives**
|
||||
- Living is economic
|
||||
- Buy a house, ask for a loan...
|
||||
- Manage your income and expenses
|
||||
-
|
||||
**Work Related Motives**
|
||||
- How long do you want to work?
|
||||
- Who will work for a company
|
||||
- Who will create their own company
|
||||
|
||||
## What skills does an engineer need?
|
||||
- Knowledge
|
||||
- technological and scientific
|
||||
- languages (english)
|
||||
- ethical knowledge
|
||||
- environmental knowledge
|
||||
- humanitarian knowledge
|
||||
- be willing to learn
|
||||
- Skills
|
||||
- Good Communication
|
||||
- Management Skills
|
||||
- Working with a team
|
||||
- Taking Responsibility
|
||||
- Common Sense
|
||||
- being tolerant
|
||||
- innovative
|
||||
- imaginative
|
||||
- creative
|
||||
- curious
|
||||
|
||||
# Work for yourself
|
||||
|
||||
The key question is: *Do i want to create a company?*
|
||||
|
||||
- Alone or with partners?
|
||||
- Legalform?
|
||||
- Ltd?
|
||||
|
||||
# Legal Forms
|
||||
|
||||
## > Individual Entrepreneur
|
||||
- Present and future wealth
|
||||
- Economical and fast
|
||||
- Best for small businesses
|
||||
- High tax rate
|
||||
## > Limited Company
|
||||
- Minimal capital 3.000€
|
||||
- Prefer transfer between partners
|
||||
## > Limited Liability Company (Most Used)
|
||||
- Minimal capital: 60.000€
|
||||
- Free transfering of shares
|
||||
|
||||
# Legal Entities
|
||||
|
||||
## > Physical Person
|
||||
- Individual Businessperson
|
||||
- Community owned property
|
||||
- civil society
|
||||
## > Legal Person
|
||||
- Trading Company
|
||||
- Limited Liability Company
|
||||
- Collectively owned company
|
||||
- Limited joint-stock partnership
|
||||
- Limited Partnership
|
||||
## > Special Commercial Companies
|
||||
- Labor Company
|
||||
- Cooperative labor society of the Valencian community
|
||||
@ -1,7 +0,0 @@
|
||||
# 02 - What is a business?
|
||||
|
||||
## Two ways to look at a business:
|
||||
- A business as a system
|
||||
- A business as a black-box
|
||||
|
||||
|
||||
@ -1,50 +0,0 @@
|
||||
# Business as a Black-Box
|
||||
|
||||
![[business-as-black-box.png]]
|
||||
|
||||
We can analyse a business as a black box. With the inputs being raw material, parts, capital, labor and management and the outputs being the achievement of certain goals, mostly economical ones.
|
||||
|
||||
Companies create value over time.
|
||||
|
||||
# Value Chain of a furniture factory
|
||||
|
||||
The process of turning those inputs into something more valueable is called the value chain.
|
||||
|
||||
![[02-what-is-a-business_value-chain.excalidraw]]
|
||||
|
||||
# How do we measure added value?
|
||||
|
||||
In the most simple form it:
|
||||
|
||||
$\displaystyle \text{Added value} = \text{Sales Revenue} - \text{Cost of supplies}$
|
||||
|
||||
# What is the VAT (Value Added Tax)
|
||||
|
||||
VAT is payed by the consumers when they buy a product. It is a indirect tax, because the money goes to the companies first, and they give it to the government.
|
||||
|
||||
# Types of VAT's (as of 1/09/2012)
|
||||
|
||||
## 0% | Without VAT
|
||||
- Hospitals, Training
|
||||
|
||||
## 4% | Super Reduced VAT
|
||||
- Bread
|
||||
- Eggs
|
||||
- Milk
|
||||
- Fruit
|
||||
- Vegetables
|
||||
- Textbooks
|
||||
|
||||
## 10% | Reduced VAT
|
||||
- Pharmaceutical Products
|
||||
- Restaurants
|
||||
- Hotels
|
||||
- Transportation
|
||||
- Glasses
|
||||
- *Majority Food?*
|
||||
|
||||
## 21% | General VAT
|
||||
- Car
|
||||
- Electricity
|
||||
- Gas
|
||||
- Telefone
|
||||
@ -1,8 +0,0 @@
|
||||
# Business as a System
|
||||
|
||||
*But what even is a system?*
|
||||
A set of actors that interact to achieve a common goal.
|
||||
|
||||
A company is a technical-social structure, with different subsystems that interact. It is purposely structured in a way that it can achieve its own goals.
|
||||
|
||||
![[04-business-as-system.excalidraw]]
|
||||
@ -1,21 +0,0 @@
|
||||
# Subsystems of a business
|
||||
|
||||
- Marketing
|
||||
- Human Resources
|
||||
- Management
|
||||
- Logistics
|
||||
- Production
|
||||
- After Market
|
||||
- Provisioning
|
||||
- Finances
|
||||
|
||||
# How many subsystems does a industrial company have
|
||||
|
||||
## > Management Subsystem
|
||||
Manage to achieve the goals
|
||||
|
||||
## > Operations Subsystem
|
||||
Create the products / handle delivery
|
||||
|
||||
## > Resource Subsystems
|
||||
Gathers and manages resources
|
||||
@ -1,12 +0,0 @@
|
||||
# Company Environment
|
||||
|
||||
Evolution of the environment of a business is unstoppable, it will always change.
|
||||
|
||||
# What is the environment of a business?
|
||||
|
||||
*General Environment*
|
||||
For all businesses that work in a social, economical, political or tecnological area.
|
||||
|
||||
*Competetive and specific Environment*
|
||||
Shared environment of all businesses acting in the same sector.
|
||||
|
||||
@ -1,123 +0,0 @@
|
||||
# Which factors affect a business?
|
||||
|
||||
## Economical
|
||||
- Growth
|
||||
- Availability and distribution of Ressources
|
||||
- Preisentwicklung (Inflation/Deflation)
|
||||
- Politics, Taxes and Currencies
|
||||
|
||||
## Sociocultural
|
||||
- Cultural Guidelines
|
||||
- Educational level
|
||||
- Demographical Factors
|
||||
- Distribution of income
|
||||
|
||||
## Legal
|
||||
- Political System
|
||||
- Regulations
|
||||
- Goverment/Laws
|
||||
- Subsidies
|
||||
|
||||
## Technological
|
||||
- Maturity of technology
|
||||
- Availability and access to technology
|
||||
- Technological innovations
|
||||
|
||||
# Economical
|
||||
- Ressources, Demand/Supply
|
||||
|
||||
# Microconomical
|
||||
- Specific marketsectors, wheat, oil, steel
|
||||
- Business Spending
|
||||
|
||||
# Macroeconomical
|
||||
- GDP, Inflation, Unemployment rate
|
||||
|
||||
**IMF - International Monetary Fond**
|
||||
- Worlds largest financial institution
|
||||
- Decisions affect many countries
|
||||
- Loans money
|
||||
- Control of exchange policies
|
||||
|
||||
# GDP
|
||||
|
||||
Measure of the material well-being of a society.
|
||||
|
||||
Its the value of goods and services produced within a country during a certain time period, mostly annual.
|
||||
|
||||
*Final Goods* are goods that are not meant for further processing but for consumption.
|
||||
|
||||
GDP = Consumer + Investment + Public Spending + Export/Import
|
||||
|
||||
*Consumption*: Food, Housing, Leisure
|
||||
*Investment:* Raw Materials, Machines, Facilities
|
||||
*Public Spending:* Infastructure, Health, Education
|
||||
*Export-Import*: Outside Sales, Outside Buying -> Balance of trade
|
||||
|
||||
## Nominal GDP
|
||||
- Current Prices (yearly)
|
||||
|
||||
## Real GDP
|
||||
- Constant Prices (compared to base year)
|
||||
|
||||
# GNP
|
||||
|
||||
Produced by citizens of a country
|
||||
Products which enter the
|
||||
|
||||
Gross National Product
|
||||
|
||||
# **CPI** - Consumer Price Index
|
||||
|
||||
Measures the evolution of prices of goods and services consumed by the population resident in family homes in Spain.
|
||||
|
||||
How much is the cost of shopping?
|
||||
Purchasing Power Indicator
|
||||
|
||||
Helps answer questions like:
|
||||
*How much should we raise salary?*
|
||||
*How much are the pensions going up?*
|
||||
|
||||
## How it is calculated?
|
||||
Weighted Average of the Prices of a “shopping basket”
|
||||
|
||||
Products are sorted into 12 groups:
|
||||
1. Food and non-alcoholig beverages
|
||||
2. Alcoholic beverages and tobacco
|
||||
3. Dress and footwear
|
||||
4. Housing
|
||||
5. Household
|
||||
6. Medicine
|
||||
7. Transport
|
||||
8. Communication
|
||||
9. Leisure and culture
|
||||
10. Teaching
|
||||
11. Hotels, cafes and restaurants
|
||||
12. Other goods and services
|
||||
|
||||
**[HCPI](https://en.wikipedia.org/wiki/Harmonised_Index_of_Consumer_Prices)**
|
||||
The Harmonised Index of Consumer Prices is an indicator of inflation and price stability for the European Central Bank. It is a consumer price index which is compiled according to a methodology that has been harmonised across EU countries.
|
||||
|
||||
# Inflation
|
||||
|
||||
Rate of Inflation is calculated by the change of the CPI.
|
||||
|
||||
Rising/Falling of the prices
|
||||
|
||||
*Why do the prices fluctuate?*
|
||||
|
||||
Theory: Demand vs Availability
|
||||
|
||||
### Inflation
|
||||
- Loss of purchasing power
|
||||
- Loss of competetivness
|
||||
|
||||
### Deflation
|
||||
- Reduce in demand
|
||||
|
||||
# Unemployment Rate
|
||||
|
||||
It is the percentage of the active population which is not working.
|
||||
|
||||
6% is about the normal level at which there is equilibrium in the market for
|
||||
work, depends on the country.
|
||||
@ -1,24 +0,0 @@
|
||||
# Specific Environment
|
||||
|
||||
### Competetivness in a Sector
|
||||
- Potential Competetiros
|
||||
- Customers
|
||||
|
||||
# Porters five competetive Forces
|
||||
|
||||
Porters five forces are used to analyse the strengths and weaknesses of a company within an industry. With this a business can better decide where to positin itself within a market.
|
||||
|
||||
## 1. Power of potential Competitors
|
||||
Number of competitors in a specific sector and their ability to undercut a company.
|
||||
|
||||
## 2. Potential new competitors
|
||||
How easy is it for new competitors to enter the market?
|
||||
|
||||
## 3. Power of suppliers
|
||||
More powerfull suppliers demand more money for their values driving up the cost of input material.
|
||||
|
||||
## 4. Power of Customers
|
||||
How powerfull the customers are affects how much the company can demand for their products or services.
|
||||
|
||||
## 5. Threat of substitute products
|
||||
How unique are the products/services that a company produces, if they can easily be replaces by a similar product it does not have much power there.
|
||||
@ -1,18 +0,0 @@
|
||||
# SWOT Analysis
|
||||
SWOT analysis helps analysing the weaknesses, strengths, threats and opportunities related to a business or project.
|
||||
|
||||
*Internal*
|
||||
## Weaknesses - Debalididades
|
||||
Disadvantages the business has relative to other businesses.
|
||||
|
||||
## Strength - Fortalezas
|
||||
Advantages the business has relative to other businesses.
|
||||
|
||||
*External*
|
||||
## Opportunities - Oportunidadtes
|
||||
Things in the environment the business could use to gain advantages.
|
||||
|
||||
## Threats - Amenazas
|
||||
Things in the environment that could become disadvantages for the business.
|
||||
|
||||
|
||||
@ -1,9 +0,0 @@
|
||||
# What is the Managerial Subsystem
|
||||
|
||||
It manages the business with the goal of achieving the business objectives.
|
||||
|
||||
That means it coordinates and integrates the resources and people in a business.
|
||||
|
||||
It tries to improve existing resources or create new ones. That can both be physical ones like material or non-tangible ones like patents or knowledge.
|
||||
|
||||
Any level (manager, department director, section chief) and any company (club, store, university)
|
||||
@ -1,7 +0,0 @@
|
||||
# Planning
|
||||
|
||||
# Organizing
|
||||
|
||||
# HR Department
|
||||
|
||||
# Controlling
|
||||
@ -1,26 +0,0 @@
|
||||
# Decision Making
|
||||
|
||||
This is the essential activity of business management.
|
||||
|
||||
## Rational Decision making model
|
||||
|
||||
This model helps making decisions based in logic and rational.
|
||||
|
||||
**1. Understand the Scope and the Problem**
|
||||
*Example:* Low production due to old machines
|
||||
|
||||
**2. Create evalutation Criterias**
|
||||
*Example:* production amount,quality, cost
|
||||
|
||||
**3. Research solutions**
|
||||
*Example:* Different machine models
|
||||
|
||||
**4. Evaluate the solutions**
|
||||
Based on the evaulation criterias
|
||||
|
||||
**5. Make a choice**
|
||||
Select the best machine.
|
||||
|
||||
**6. Implement in practice**
|
||||
Buy, integrate...
|
||||
|
||||
@ -1,16 +0,0 @@
|
||||
# Decision Types
|
||||
|
||||
![[04-decision-types.excalidraw]]
|
||||
|
||||
# Exercise
|
||||
|
||||
| Decision | Type |
|
||||
|----------|------|
|
||||
| Decision about purchase orders | Routine |
|
||||
| Create a new business line | Innovative |
|
||||
| Change a production line | Adaptive |
|
||||
| Deal with a refund | Routine |
|
||||
| Create a new product | Innovative |
|
||||
| Accounting for a very particular product | Routine |
|
||||
| Decision for a new marketing campaign| Adaptive |
|
||||
|
||||
@ -1,47 +0,0 @@
|
||||
# Who forms the managerial subsystem?
|
||||
|
||||
*Top Management*
|
||||
High level decisions, analytical capabilities, creativity
|
||||
|
||||
*Middle Management*
|
||||
Personal relations, motivation, communicaion, leadership
|
||||
|
||||
*Line Supervisors*
|
||||
Knowledge
|
||||
|
||||
# Abilities of the Directors
|
||||
|
||||
![[05-management-levels-decisions.excalidraw|500]]
|
||||
|
||||
# Overview of all combined:
|
||||
|
||||
![[05-management-levels-all.excalidraw|1000]]
|
||||
|
||||
|
||||
|
||||
# Exercise
|
||||
|
||||
*In the following job offers, what managerial level are you looking for?
|
||||
|
||||
justify your answer saying what kind of functions, decisions and skills are mainly requested in each case.
|
||||
|
||||
**Offer 1**:
|
||||
We are looking for a Mechanical Engineer.
|
||||
Good level of Technical English (read and Written).
|
||||
Management of Electronic Design Programs.
|
||||
Programming Knowledge in low-level languages: C for microcontrollers, Assembler, etc. Capacity to organize and lead a group of people.
|
||||
Adaptability will be valued. The vacant position belongs to the R&D Department of Zennio.
|
||||
|
||||
*Answer:*
|
||||
Supervisor, control, routine
|
||||
|
||||
**Offer 2:**
|
||||
Internationalized company in the technological services sector, wishes to integrate a mechanical engineer for the management of its subsidiary in Morocco.
|
||||
Requirements:
|
||||
Leadership capacity, and management and leadership of teams with very technical profiles.
|
||||
Person with inner energy, initiative, capacity for work and organization, determined and
|
||||
dynamic. Reporting to the Board of Directors, he will be responsible for the
|
||||
planning and budgeting of the subsidiary company. Immediate availability.
|
||||
|
||||
*Answer:*
|
||||
Top Management, manages planning budgeting, e.g. conceptual decisions, leadership required.
|
||||
@ -1,54 +0,0 @@
|
||||
# Most important business decisions
|
||||
|
||||
There are three very important a business must make:
|
||||
|
||||
# Mission
|
||||
What is our business?
|
||||
- Reason for existing
|
||||
- Starting point of development
|
||||
- Essence of the business
|
||||
- Guide for desicion making
|
||||
|
||||
Requirements, definition of:
|
||||
- Customers
|
||||
- Products and services
|
||||
- Target Market
|
||||
- Differentiating factor
|
||||
|
||||
*Example:*
|
||||
Transform knowledge into value for the benefit of our clients, our people and the capital markets.
|
||||
|
||||
[mission-statement.com](https://mission-statement.com/kpmg/)
|
||||
|
||||
# Vision
|
||||
|
||||
*Who do we want to be?*
|
||||
|
||||
Requirements:
|
||||
- Feasible
|
||||
- Motivating
|
||||
- Shared
|
||||
- Clear and simple
|
||||
- Easy to communicate
|
||||
|
||||
*Example (kpmg):*
|
||||
To be leaders in the markets in which we participate.
|
||||
|
||||
# Values
|
||||
*What do we believe in and what are we like?*
|
||||
|
||||
Set of principles, beliefs, rules that regulate the management of the organization. They constitute the institutional philosophy and the organizational culture.
|
||||
|
||||
Requirements:
|
||||
- Inspiring
|
||||
- Motivation
|
||||
- Regulating Behaviour
|
||||
- Should not be more than seven
|
||||
|
||||
*Example(kpmg):*
|
||||
- We lead by example
|
||||
- We work as a team
|
||||
- We respect the person
|
||||
- We analyze the facts and provide our opinion
|
||||
- We communicate openly and honestly
|
||||
- We commit to the community
|
||||
@ -1 +0,0 @@
|
||||
Planning -> Organisation -> Control -> Planning
|
||||
@ -1,8 +0,0 @@
|
||||
# What is planning?
|
||||
Define a desired future and determine the means to achieve that.
|
||||
|
||||
- The though process of decision making
|
||||
- The way from the current situation to desired one
|
||||
- Define *Objectives* and *Strategies* to implement a plan
|
||||
- Affects all lvels of a business
|
||||
- Goes hand in hand with control
|
||||
@ -1,32 +0,0 @@
|
||||
# The planning Process
|
||||
|
||||
## Objectives
|
||||
1. What do you want to achieve?
|
||||
|
||||
*Example:*
|
||||
Increase the production by 20% during 2011
|
||||
|
||||
# Strategies
|
||||
2. How do you want to achieve it?
|
||||
|
||||
*Example:*
|
||||
Add an extra shift, expand facilities, subcontract...
|
||||
|
||||
## Plan
|
||||
3. What actions am i going to take?
|
||||
|
||||
*Example:*
|
||||
Start preparing the expansion of the facilities, train the workers, buy new machines
|
||||
|
||||
5. When do I want to achieve it?
|
||||
|
||||
7. With whom?
|
||||
*Example:*
|
||||
Assign responsabilities: Managers and Director of Production
|
||||
|
||||
8. With what resources?
|
||||
*Example:*
|
||||
Description of the project and the budget
|
||||
|
||||
9. How do i evaluate my success?
|
||||
Profit, rentability...
|
||||
@ -1,49 +0,0 @@
|
||||
# What is a goal?
|
||||
|
||||
It is a result to be achieved in the future
|
||||
It is the concrete expresion of the mission and the vision of a business
|
||||
|
||||
**Characteristics of a goal**
|
||||
- Concrete
|
||||
- Measurable
|
||||
- Reachable
|
||||
- Motivational
|
||||
- Compatible
|
||||
|
||||
# What is a strategy?
|
||||
Set of actions that allow the company's objectives to be achieved using its resources and capabilities, adapting to the environment and are consistent with the
|
||||
mission and vision. The strategy is
|
||||
develops in the PLAN (strategic).
|
||||
|
||||
|
||||
# What is a plan?
|
||||
Is a path of actions to achieve a goal.
|
||||
|
||||
The most important one is the Company Plan or Business Plan.
|
||||
|
||||
|
||||
| Type of plan | Scope | Duration | Managment Level |
|
||||
|--------------|-------|----------|-----------------|
|
||||
| Strategic | Entire Business | 3-5 Years | Top Level |
|
||||
| Tactical | Division or Department | 1-3 Years | Mid Level |
|
||||
| Operational | Department or Section | 1 Year | Operatives |
|
||||
|
||||
|
||||
|
||||
|
||||
# Examples
|
||||
## Ryanair
|
||||
|
||||
*Objectives*
|
||||
Increase the number of sales to be the leader in air traffic.
|
||||
|
||||
*Strategy*
|
||||
Achieve the lowest prices in the market.
|
||||
|
||||
*Plan*
|
||||
- Dont use the biggest airports
|
||||
- High frequency of travels
|
||||
- Remove business class
|
||||
- Remove Board Services
|
||||
- Remove non profitable routes
|
||||
- Sell online
|
||||
@ -1,11 +0,0 @@
|
||||
# What is control?
|
||||
|
||||
Measuring the outcomes and comparing them with the expected outcomes, apply changes when deviations occur.
|
||||
|
||||
*Phases:*
|
||||
- Establish a standard measuring method
|
||||
- Measure and compare
|
||||
- Correct the deviations
|
||||
|
||||
> Quality means doing it right when no one is looking.
|
||||
> — Henry Ford
|
||||
@ -1,13 +0,0 @@
|
||||
Depending on the control you can either act:
|
||||
|
||||
# Proactive
|
||||
*Example:*
|
||||
- Verify material quality on arrival
|
||||
|
||||
# Interactive
|
||||
*Example:*
|
||||
- Let the boss supervise the execution of the task
|
||||
|
||||
# Reactive
|
||||
*Example:*
|
||||
- Product Verification
|
||||
@ -1,11 +0,0 @@
|
||||
It is a summary of important information for the management of the company.
|
||||
|
||||
It contains objectives, indicators (measurements which show the status of a objective) and targets (value to be achieved by the indicator)
|
||||
|
||||
*Example:*
|
||||
| Objective | Indicator | Goal | Evolution (T1...T4) |
|
||||
|-----------|-----------|------|-----------|
|
||||
| Increase sales | Sales Figures | +20% | |
|
||||
| Increase Market Share | Market Share | +3% | |
|
||||
| Reduce Productiontime | cycle times | -12% | |
|
||||
| Better quality products | Failure Rate | -7%% | |
|
||||
@ -1,6 +0,0 @@
|
||||
# Introduction to Organisation
|
||||
A good organisation has people that know how to work in a team.
|
||||
|
||||
With teamwork you can achieve goals that a single person alone can not achieve.
|
||||
|
||||
|
||||
@ -1,7 +0,0 @@
|
||||
# What is the Organisation?
|
||||
The process by which a company's management, once plans have been formulated, combines human and material resources to establish a formal structure of tasks and authority.
|
||||
|
||||
***1. Identify Activities***
|
||||
***2. Group with criterias***
|
||||
***3. Asigne Responsibilities***
|
||||
***4. Coordinate the structure***
|
||||
@ -1,12 +0,0 @@
|
||||
A organizational unit is composed of one or more people which perform a set of tasks
|
||||
|
||||
Other elements such as:
|
||||
- Sections
|
||||
- Department
|
||||
- Division
|
||||
|
||||
# Types of organizational Units
|
||||
- *Line-OU* they perform tasks which are central to the organization, E.g: Sales, Production...
|
||||
- *Staff-OU* help the line units, there are two types:
|
||||
- Direct Collaboration, e.g. preparing, planing, executing
|
||||
- Internal Services, e.g. managing, maintanence...
|
||||
@ -1,29 +0,0 @@
|
||||
# Departmentalization
|
||||
Is the grouping of organisational units by specific criterios, for example:
|
||||
|
||||
# Geographical
|
||||
Groups OU's by their geographical distribution.
|
||||
|
||||
# Goods/Services
|
||||
Groups OU's by Goods and Services they provide.
|
||||
|
||||
# Projects/Matrix
|
||||
Groups OU's by projects.
|
||||
|
||||
# Clients
|
||||
Groups OU by the clients they work for.
|
||||
|
||||
The most used type of departmentalisation is:
|
||||
|
||||
# Functional
|
||||
Functional departmentalization is an organizational structure where business leaders divide teams according to the professionals' areas of specialization. This means that if a company is creating a new product, there may be one team of marketing specialists, another team of software designers and a team of data scientists. These different groups work within their teams to complete tasks related to their area of focus and expertise.
|
||||
|
||||
**Advantages:**
|
||||
- The most widespread and proven.
|
||||
- Encourages specialisation.
|
||||
|
||||
**Disadvantages**:
|
||||
- The objectives of the departments prevail over those of the company as a whole.
|
||||
- Requires greater coordination.
|
||||
- Not very suitable for companies with a wide territorial spread or very diversified.
|
||||
|
||||
@ -1,75 +0,0 @@
|
||||
# Organisational Structures
|
||||
|
||||
Set of norms, rules and procedures that regulate the flow of authority communication and work linking the subsystems of the entire organisation.
|
||||
|
||||
Used by any organisation to achieve its objectives.
|
||||
|
||||
# Type of organisational structures
|
||||
|
||||
**Formal** -> Run by Directors Orders
|
||||
**Informal** -> Run by socio-affective relationships
|
||||
|
||||
# Dimensions of organisational Structures
|
||||
|
||||
**1. Formalisation**
|
||||
Degree of definition of tasks through rules, norms, etc.
|
||||
|
||||
**2. Standardisation**
|
||||
Degree to which rules, procedures, and communications are written.
|
||||
|
||||
**3. Centralisation**
|
||||
Degree to which authority is concentrated and gives greater or lesser autonomy in decision-making (eg whether design changes can or cannot be made by an engineer from a subsidiary plant)
|
||||
|
||||
**4. Specialisation**
|
||||
Degree to which activities are divided into specialized tasks. (e.g. Montagekette)
|
||||
|
||||
# Model of Henry Mintzberg
|
||||
|
||||
![[05-henry-mitzberg.excalidraw]]
|
||||
|
||||
**Strategic Apex**
|
||||
Top Management
|
||||
|
||||
**Middle Line**
|
||||
Below the apex is the Middle line, a group of managers who are concerned with converting the objectives and broad plans of the Strategic apex into operational plans that can be carried out by the workers.
|
||||
|
||||
**Operating Core**
|
||||
Finally, at the bottom of the organisation, is the Operating Core. These are the people who do the basic work of producing the products or delivering the services.
|
||||
|
||||
**Tecnostructure**
|
||||
As organisations grow and become more complex, they usually develop a separate group of people who are concerned with the best way of doing a job, specifying output criteria (e.g., quality standards) and ensuring that personnel have appropriate skills (e.g., by organising training programmes). This group of analysts is referred to by Mintzberg as the **Technostructure**.
|
||||
|
||||
**Support Staff**
|
||||
The organisation also adds other administrative functions that provide services to itself, for example legal advice, public relations, mailroom, cafeteria and so on. These are the Support staff.
|
||||
|
||||
# Types of Structures
|
||||
|
||||
**> Simple Structure**
|
||||
Simple Structure: One or two administrators and few operators. Direct control of the strategic apex. Small organizations. (self-employed)
|
||||
|
||||
**> Burocratic-Mechanic**
|
||||
Standardisation of Work, a lot of techostructure, wide middle line, large companies.
|
||||
|
||||
**> Burocratic-Professional**
|
||||
Standardisation of knowledge, Independent Professionals with supporting staff.
|
||||
|
||||
**> Divisionalised Structure**
|
||||
Standardisation of products, the middle line has a lot of autonomy
|
||||
|
||||
**> Adhocracy**
|
||||
More complex organizations with coordinated teams, with a tendency to disappearing middle line and staff
|
||||
|
||||
# Shamrock Structure
|
||||
The Shamrock or Cloverleaf Structure imagines a core of the top management surrounded by more or less indepentend "leaves":
|
||||
|
||||
**> Subcontractors**
|
||||
Many companies, without going as far as the shamrock model, have made significant use of outsourcing for a range of services. Outsourcing can be used for peripheral activities such as catering and, less commonly, for mission-critical ones such as IT services.
|
||||
|
||||
**> Flexible Workforce**
|
||||
The third leaf comprises the contingent work force, whose employment derives from the external demand for the organisation's products. There is no career track for these people and they perform routine jobs. They are usually temporary and part-time workers who will experience short periods of employment and long periods of unemployment. They are paid by the hour or day or week for the time they work.
|
||||
|
||||
**> Professional Core**
|
||||
It consists of professionals, technicians and managers whose skills define the organisation's core competence.
|
||||
|
||||
***> Clients (optional)***
|
||||
A fourth leaf of the shamrock may exist, consisting of consumers who do the work of the organisation. Examples are shoppers who bag their own groceries and purchasers of assemble-it-yourself furniture.
|
||||
@ -1,8 +0,0 @@
|
||||
A organigram is a simplified graphical representation of the formal organisational structure of a business.
|
||||
|
||||
![[Areas/upv/classes/empresario/assets/06-organigram.md|1000x]]
|
||||
|
||||
- It shows the organizational units their hierarchical dependence and their formal relationships
|
||||
- Helps comunicate the structure of the organisation to the personel
|
||||
- The name informs about the activities carried out
|
||||
- Does not reflect all communication relationships between units, only the main ones.
|
||||
@ -1,140 +0,0 @@
|
||||
# 01 Managing or Leading?
|
||||
|
||||
It is said that on one occasion Jack Welch, CEO of General Electric, summoned his immediate subordinates, gave them a maximum of three words:
|
||||
|
||||
> "Don't lead, lead!"
|
||||
|
||||
and then left the room. Many of them were plunged into absolute confusion:
|
||||
|
||||
> "What is the difference?"
|
||||
|
||||
|
||||
# 02 Direction
|
||||
|
||||
- Is seen as HR Management
|
||||
- It aims to achieve a joint action of the people who make up the organisation towards the achievement of common objectives.
|
||||
- It is essential because people are the key element in the company.
|
||||
- Try to make people's objectives compatible with those of the company, helping them meet their needs.
|
||||
|
||||
Direction needs:
|
||||
- Leadership
|
||||
- Motivation
|
||||
- Communication
|
||||
|
||||
# 03 Leadership
|
||||
|
||||
>A leader has a vision and conviction that a dream can be achieved. He inspires the power and energy to get the job done.
|
||||
>– Ralph Lauren
|
||||
|
||||
**> Characteristics of a good leader**
|
||||
- Empathetic
|
||||
- Convincing
|
||||
- Creativ
|
||||
- Motivational
|
||||
- Selfcontrol
|
||||
- Delegates
|
||||
- Respectable
|
||||
- Sets an example
|
||||
- Obama
|
||||
|
||||
**> Decalogue of the Good Boss**
|
||||
- Assumes his/hers responsibilities
|
||||
- Sets and example
|
||||
- Recognizes his or her own mistakes
|
||||
- Knows how to motivate and stimulate
|
||||
- Knows how to resolve conflcts
|
||||
- Promote the professional development of their employees
|
||||
- Treats their team with respect and consideration
|
||||
- Keeps a good working atmosphere
|
||||
- They know how to listen and are receptive to suggestions from others.
|
||||
- Knows how to delegate and trust
|
||||
- Is fair and balanced
|
||||
- is interested in the feelings of the people that work with them
|
||||
- Assures a good work/life balance for their employees
|
||||
- Doesn't act arrogant
|
||||
|
||||
**> Has selfcontrol and emotional Intelligence**
|
||||
|
||||
# What is emotional intelligence?
|
||||
It is a set of competencies (series of knowledge, skills and abilities and attitudes to do things effectively) related to the ability to adequately manage one's own emotions and also those of others.
|
||||
|
||||
**> Emotional Awareness**
|
||||
The ability to be aware of you own and othere emotions
|
||||
|
||||
**> Emotional Regulation**
|
||||
The ability to manage one's own emotions and those of others appropriately.
|
||||
|
||||
**> Emotional Autonomy**
|
||||
broad competence that includes self-esteem, self-confidence, self-motivation, a positive attitude towards life, responsibility, the ability to critically analyze social norms, the ability to seek help and resources, critically evaluate the messages received, the ability to face adverse situations, etc.
|
||||
|
||||
**> Socio-Emotional Skills**A
|
||||
ability to maintain good relationships with others. (Assertiveness, empathy, knowing how to listen,...)
|
||||
|
||||
**> Skills for life and emotional well-being:**
|
||||
Appropriate and responsible behaviors to face the challenges that we face, which allows us to organize our lives in a healthy and balanced way, facilitating experiences of satisfaction and well-being.
|
||||
|
||||
|
||||
# What is the Leader?
|
||||
|
||||
> "Leadership means that a group, large or small, is
|
||||
willing to entrust authority to a person who has
|
||||
demonstrated ability, wisdom and competence.”
|
||||
– Walt Disney
|
||||
|
||||
- Not all company managers are leaders
|
||||
- There may be leaders withouth formal authority
|
||||
- The leader is elected by those who follow him.
|
||||
|
||||
**Elements of leadership**
|
||||
- Leader and his followers
|
||||
- Influence (power) of the leader
|
||||
- Contributes to the achievement of objectives
|
||||
|
||||
# Types of Leadership
|
||||
![[03-leadership 2022-04-21 16.52.09.excalidraw|1000x]]
|
||||
|
||||
**> Autocratic**
|
||||
Commands and expects obedience. It tends to centralize authority and reinforce legitimate power (because of the position it occupies), reward power (reward) and coercive power (punish).
|
||||
|
||||
**> Democratic**
|
||||
Escucha y consulta a los subordinados. Favorece la descentralización
|
||||
|
||||
**> Liberal**
|
||||
Do and let do. Delegate authority to subordinates and let them freely decide how to achieve set goals.
|
||||
|
||||
# 04 Motivation
|
||||
|
||||
It is an inner force that drives one to act because of the consequences that the action will have in satisfying the person's needs.
|
||||
|
||||
Psychological process that produces the activation, direction and persistence of behavior in a person.
|
||||
|
||||
**> Internal Factors**
|
||||
- **Needs** (e.g., paying for housing)
|
||||
- **Interests** (e.g., hobby in electronics, mechanics, etc.)
|
||||
- **Attitude** (e.g., satisfaction with a job well done)
|
||||
|
||||
**> External Factors**
|
||||
- **Requests** (eg: ask for punctuality)
|
||||
- **Sanctions** (ex: 2 days without employment or salary)
|
||||
- **Praise** (ex: congratulations on reaching a goal)
|
||||
- **Money** (ex: productivity bonus)
|
||||
|
||||
|
||||
|
||||
**> Maslows Pyramide**
|
||||
|
||||
|
||||
# 05 Communication
|
||||
|
||||
# Communication Purposes
|
||||
- Communicate Facts
|
||||
- Persuade
|
||||
- Communicate Opinions
|
||||
- Communicate experiences and feelings
|
||||
|
||||
# Communication Obstacles
|
||||
|
||||
- Semantics
|
||||
- Communication Medium
|
||||
- Communication Channel
|
||||
- Attitude and Conduct
|
||||
@ -1,103 +0,0 @@
|
||||
## What is Marketing?
|
||||
|
||||
- Find out the needs of your customers
|
||||
- That helps to develop products that meet those needs
|
||||
- Create communication that creates demand for those products
|
||||
- Define/Design how to distribute those products
|
||||
|
||||
There are two dimensions to this, the **strategy** (needs) and **operational** (product, price, communication and distributing). Which then create two types of marketing:
|
||||
|
||||
## Strategic Marketing
|
||||
|
||||
Its mission is to study the needs of the market and its evolution, to detect opportunities and threats that, combined with the resources and capabilities of the company, allow defining a strategy that represents a long-term sustainable competitive advantage and is consistent with the mission and the general strategy of the business.
|
||||
|
||||
It helps us to reflect on the values of the company to know where we are and where we want to go.
|
||||
|
||||
Example: Differentiation of the competition for the quality of the product.
|
||||
|
||||
**Strategic Marketing Plan =**
|
||||
+ Analysis of the situation
|
||||
+ Diagnostic of the situation
|
||||
+ Marketing objectives
|
||||
+ Marketing strategies
|
||||
+ Operational decisions
|
||||
|
||||
## Functions
|
||||
1. D
|
||||
|
||||
## Operational Marketing
|
||||
|
||||
# 01 - Define the Market Potential and the competition
|
||||
|
||||
Group of people or companies with the ability to use or buy a product to cover a need
|
||||
|
||||
**Example:**
|
||||
Define the potential market in which to compete.
|
||||
|
||||
*Need:* communication
|
||||
*Potential market:* Mobile phone users
|
||||
|
||||
# 02 - Segment the potential market
|
||||
|
||||
## What is Segmentation
|
||||
Divide the potential market into some smaller markets, with different commercial behavior in order to apply a specific marketing plan to each one of them.
|
||||
|
||||
## What characteristics do these segments have
|
||||
**Homogeneous**: Grouping similar customers.
|
||||
**Substantial**: Having enough sales potential.
|
||||
**Accessible**: Being able to reach them with reasonable efforts.
|
||||
|
||||
![[07-Marketing-Fundamentals 2022-05-26 20.46.58.excalidraw]]
|
||||
|
||||
## Segmentation of the potential consumer market
|
||||
|
||||
**Who buys?**
|
||||
|
||||
- Demographic Variables
|
||||
- age
|
||||
- sex
|
||||
- family size
|
||||
|
||||
**Why do the buy?**
|
||||
- Functionality
|
||||
- symbol
|
||||
- quality
|
||||
|
||||
**How they buy?**
|
||||
- Faithful to brand → strong, changing, none
|
||||
- frequency of use → high, medium, low
|
||||
|
||||
## Segmentation of the potential business market
|
||||
|
||||
**What benefits?**
|
||||
Operation or performance needs that the product us meet
|
||||
|
||||
**To whom?**
|
||||
According to the profile of the business customers
|
||||
|
||||
**How to they buy?**
|
||||
|
||||
|
||||
# 03 - Demand analysis and forecasts
|
||||
|
||||
- Statistical Analysis (time series)
|
||||
- Correlated indexed (births/diapers)
|
||||
- Chain proportion (multiplication of percentages)
|
||||
- Construction of market (combine the demand of several segments)
|
||||
- Others....
|
||||
|
||||
# 04 - Analyze the competition
|
||||
|
||||
- Number of direct competitors
|
||||
- How many competitors supports the town???? :/
|
||||
- What share of the market is captured by the major competitors
|
||||
- What is the service image that the people have of the main competitors.
|
||||
- What basic advantages do main competitors have.
|
||||
- Do the competitors have cost advantages.
|
||||
- Are there competitors with differentiation advantages? What type of differentiation?
|
||||
- Are there barriers of entry for new competitors?
|
||||
- What are the main barriers of entry?
|
||||
|
||||
# 05 - Select the market segment(s)
|
||||
|
||||
# 06 - Position yourself in the segment(s)/market
|
||||
@ -1,83 +0,0 @@
|
||||
# Price Elasticity
|
||||
|
||||
We can calculate how our projected profits change when increasing or decreasing the price of our product.
|
||||
|
||||
$|E_d| = \frac{\Delta Q(\%)}{\Delta p(\%)}$
|
||||
|
||||
If $E_d > 1$ the price is **elastic**, when $E_d < 1$ the price is **inelastic** and when $E_d = 1$ the price is **unitary**.
|
||||
|
||||
If we break the formula down, it is basically % Change in Quantity / % Change in price.
|
||||
|
||||
|
||||
|
||||
**Example:**
|
||||
|
||||
You sell 10.000 reams of paper at 100€/ream, you raise the price to 150€/ream and sell 7.000 reams.
|
||||
|
||||
The Price Elasticity is now $\displaystyle \frac{\frac{QN-QI}{(QN+QI)/2}}{\frac{PN-PI}{(PN+PI)/2}}$
|
||||
|
||||
$QN$= old Quantity
|
||||
$QI$= new Quantity
|
||||
$PN$= old Price
|
||||
$PI$= new Price
|
||||
|
||||
So when we replace the variables with our numbers we get:
|
||||
|
||||
$\displaystyle E_d = \frac{\frac{10000-7000}{(10000+7000)/2}}{\frac{100-150}{(100+150)/2}}$
|
||||
|
||||
$\displaystyle E_d \approx −0.88$
|
||||
|
||||
This means the price is inelastic. Meaning changes in price result in small changes to demand.
|
||||
|
||||
|
||||
**Moar Examples:**
|
||||
|
||||
At a price of € 4 the quantity demanded of a particular good is
|
||||
100 units.
|
||||
|
||||
1. Calculate the value of the price elasticity.
|
||||
2. Explain what type of demand.
|
||||
3. Plot the elasticity of demand
|
||||
|
||||
In each case:
|
||||
|
||||
a) If the price increases to 5 € and quantity demanded decreases to 90 units.
|
||||
b) If the price increases to 5 € and quantity demanded decreases to 50 units.
|
||||
c) If the price increases to 5 € and quantity demanded decreases to 75 units.
|
||||
d) If the price increases to 5 € and quantity demanded remains unchanged.
|
||||
e) If the price stays the same and the quantity demanded increases by 10 units.
|
||||
|
||||
$\displaystyle a = \frac{\frac{100-90}{(100+90)/2}}{\frac{4-5}{(4+5)/2}} \approx -0.47$
|
||||
|
||||
→ **Inelastic**
|
||||
|
||||
$\displaystyle b = \frac{\frac{100-50}{(100+50)/2}}{\frac{4-5}{(4+5)/2}} = -3$
|
||||
|
||||
→ **Elastic**
|
||||
|
||||
$\displaystyle c = \frac{\frac{100-75}{(100+75)/2}}{\frac{4-5}{(4+5)/2}} \approx -1.28$
|
||||
|
||||
→ **Elastic**
|
||||
|
||||
$\displaystyle d = 0$
|
||||
|
||||
→ **Perfectly Inelastic**
|
||||
|
||||
|
||||
$\displaystyle e = \frac{(100-110)/((100+110)/2)}{(4-4)/((4+4)/2)} = -\frac{2}{0} = Infinity$
|
||||
|
||||
→ **Perfectly Elastic**
|
||||
|
||||
|
||||
**Example 3:**
|
||||
|
||||
ppu = 30
|
||||
quantity = 300
|
||||
|
||||
new ppu = 45
|
||||
new quantity = 225
|
||||
|
||||
$\displaystyle E_d = \frac{(300-225)/((300+225)/2)}{(30-45)/((30+45)/2)} \approx |-0.71|$
|
||||
|
||||
→ **Inelastic**
|
||||
|
||||
@ -1,126 +0,0 @@
|
||||
# Marketing Mix
|
||||
|
||||
## 01 Operational Marketing
|
||||
|
||||
**What is Operational Marketing?**
|
||||
Its mission is to create and execute a marketing plan according to the business strategy.
|
||||
|
||||
1. Establish detailed business goals
|
||||
2. With the help of the marketing mix create action that achieve those goals
|
||||
3. Prepare the budget for those actions
|
||||
4. Execute the planned actions
|
||||
5. Check the correct execution of the marketing plan
|
||||
|
||||
## 02 Marketing Mix
|
||||
|
||||
**What is Marketing Mix?**
|
||||
Combination of elements on which decisions must be made to define Marketing actions necessary to achieve the stated goals.
|
||||
|
||||
![[08-Marketing-Mix 2022-05-26 21.16.44.excalidraw]]
|
||||
|
||||
## 03 Product
|
||||
|
||||
Groups of attributes of a product that benefit the consumer by satisfying his needs.
|
||||
|
||||
- Quality
|
||||
- Aspects
|
||||
- Options
|
||||
- Style
|
||||
- Brand
|
||||
- Packing
|
||||
- Sizes
|
||||
- Services
|
||||
- Guarantees
|
||||
- Utilities
|
||||
|
||||
Do not offer me things, offer me ideas, emotions, feelings and advantages.
|
||||
|
||||
![[08-Marketing-Mix 2022-05-26 21.22.59.excalidraw]]
|
||||
|
||||
### Product Lifecycle
|
||||
|
||||
→ Introduction
|
||||
- Slow evaluation of sales
|
||||
- Uncertainty, acceptance, competitors reactions
|
||||
- High costs
|
||||
- Few accessories and variation
|
||||
- High retail Price
|
||||
- Few selected wholesalers
|
||||
|
||||
→ Growth
|
||||
- Sales increase significantly
|
||||
- competitors reactions
|
||||
- Improve product
|
||||
- Segment the market
|
||||
- Establish adequate price policy
|
||||
- Communication: differentiate
|
||||
|
||||
→ Maturity
|
||||
- Sales plateau
|
||||
- Growth by replacement or vegetative
|
||||
- Differentiate the product and communicate in order to:
|
||||
- Justify higher price
|
||||
- attract new client
|
||||
- take clients from competitors
|
||||
- achieve more frequent use
|
||||
- intensify price competition
|
||||
- reduce costs
|
||||
|
||||
→ Decline
|
||||
- significant decrease in sales
|
||||
- low prices
|
||||
- competitors take off
|
||||
- get rid of stocks
|
||||
- stand in the last position
|
||||
|
||||
## 04 Price
|
||||
|
||||
**What is Price?**
|
||||
Monetary expression of the products value.
|
||||
|
||||
- What is the value of the goods or services for the buyer.
|
||||
- What are the prices of similar goods or services.
|
||||
- Is the buyer sensitive to price
|
||||
- What discounts should be offered.
|
||||
- How is your price compared to the price of your competition.
|
||||
|
||||
→ Price List
|
||||
→ Discounts
|
||||
→ Grant
|
||||
|
||||
**How to decide a price?**
|
||||
|
||||
Based on competition
|
||||
Based on break even point
|
||||
Based on margins
|
||||
|
||||
**Pricing Strategies**
|
||||
- Differential Strategy → Exploit the heterogeneity of consumers
|
||||
- Fixed Price
|
||||
- Quantity Discounts
|
||||
- Cash Discounts
|
||||
- Deferral of the payment
|
||||
- Random discounts
|
||||
- Newspaper Discounts
|
||||
|
||||
## 05 Promotion
|
||||
|
||||
**→ AIDA**
|
||||
|
||||
1. Personal Sales
|
||||
2. Sales Promotion
|
||||
3. Public Relations
|
||||
4. Direct Marketing
|
||||
|
||||
## 06 Place
|
||||
|
||||
- Where do our clients find our product
|
||||
- What kinf of store are we going for
|
||||
- How I can access the mai distribution channels
|
||||
- Do I need to use an own sales team
|
||||
|
||||
## 07 Trends: Extended Marketing (+3P's)
|
||||
|
||||
- Process → How will we do it?
|
||||
- Physical Evidence / Presentation → How will we present it?
|
||||
- People → Staff?
|
||||
File diff suppressed because it is too large
Load Diff
@ -1,434 +0,0 @@
|
||||
---
|
||||
|
||||
excalidraw-plugin: parsed
|
||||
tags: [excalidraw]
|
||||
|
||||
---
|
||||
==⚠ Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
|
||||
|
||||
|
||||
# Text Elements
|
||||
^FtJlFs1p
|
||||
|
||||
Autocratic ^DWl485e5
|
||||
|
||||
Liberal ^w51vkXqH
|
||||
|
||||
Democratic ^CRl8SCVS
|
||||
|
||||
^kqSmbIC7
|
||||
|
||||
Autonomy ^9a4pB7NB
|
||||
|
||||
%%
|
||||
# Drawing
|
||||
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||||
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||||
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||||
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||||
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||||
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||||
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||||
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||||
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||||
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||||
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|
||||
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||||
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||||
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||||
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||||
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||||
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||||
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||||
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||||
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||||
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```
|
||||
%%
|
||||
@ -1,827 +0,0 @@
|
||||
---
|
||||
|
||||
excalidraw-plugin: parsed
|
||||
excalidraw-export-transparent: true
|
||||
excalidraw-export-dark: true
|
||||
tags: [excalidraw]
|
||||
|
||||
---
|
||||
==⚠ Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
|
||||
|
||||
|
||||
# Text Elements
|
||||
^JViZ5rvq
|
||||
|
||||
Environment ^mFhv3vDv
|
||||
|
||||
Business ^AAfA1qng
|
||||
|
||||
Subsystem ^eRARFwdM
|
||||
|
||||
Subsystem ^RhHjpGer
|
||||
|
||||
Subsystem ^EcuCRc9d
|
||||
|
||||
Resources ^CieK7seK
|
||||
|
||||
Information ^mV0dYXRS
|
||||
|
||||
^3TDJh51N
|
||||
|
||||
Goods / Services ^C6Mlk1Mg
|
||||
|
||||
%%
|
||||
# Drawing
|
||||
```json
|
||||
{
|
||||
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"version": 2,
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||||
"source": "https://excalidraw.com",
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{
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```
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||||
%%
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||||
@ -1,648 +0,0 @@
|
||||
---
|
||||
|
||||
excalidraw-plugin: parsed
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||||
tags: [excalidraw]
|
||||
excalidraw-export-transparent: true
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||||
excalidraw-export-dark: true
|
||||
|
||||
---
|
||||
==⚠ Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
|
||||
|
||||
|
||||
# Text Elements
|
||||
ambigous ^cCCP4FSk
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||||
|
||||
well-defined ^gbG5E5W1
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ambigous ^khQMdVIr
|
||||
|
||||
Problems ^35xARPHl
|
||||
|
||||
Solutions ^wBpUgHMw
|
||||
|
||||
Routine ^qudCxymj
|
||||
|
||||
Adaptive ^NzMromik
|
||||
|
||||
Innovative ^AbGrhYMt
|
||||
|
||||
novel, little information, creative ^Kgh445d1
|
||||
|
||||
little changes ^JhBEpAKV
|
||||
|
||||
scheduled,
|
||||
standard solutions ^yKIZo7bW
|
||||
|
||||
%%
|
||||
# Drawing
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```json
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%%
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@ -1,441 +0,0 @@
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---
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excalidraw-plugin: parsed
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tags: [excalidraw]
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---
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==⚠ Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
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# Text Elements
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Tecnostructure ^DOWcVDbl
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Support Staff ^3oEnYrcT
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%%
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File diff suppressed because it is too large
Load Diff
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---
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excalidraw-plugin: parsed
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tags: [excalidraw]
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excalidraw-export-transparent: true
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excalidraw-export-dark: true
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---
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==⚠ Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
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# Text Elements
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Supervisors ^mOf66ZoC
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Abilities of management levels ^mTpAl4Iz
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^0VLOTMuF
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High Level Conceptual Decision ^YxehB0rC
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HR Decisions ^k9VsRK4U
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Technical Decisions ^LhsPEWAL
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%%
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Before Width: | Height: | Size: 124 KiB |
@ -1,18 +0,0 @@
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---
|
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cards-deck: upv::classes::empresario
|
||||
---
|
||||
|
||||
# Empresario #card
|
||||
|
||||
## Price Elasticity Formula #card
|
||||
|
||||
$\displaystyle E_d = |\frac{(QN-QI)/((QN+QI)/2)}{(PN-PI)/((PN-PI)/2)}|$
|
||||
^1654441616550
|
||||
|
||||
## Price Elasticity Ranges #card
|
||||
|
||||
$E_d = \infty$ → **Perfectly Elastic**
|
||||
$E_d > 1$ → **Elastic**
|
||||
$E_d < 1$ → **Inelastic**
|
||||
$E_d = 0$ → **Perfectly Inelastic**
|
||||
^1654442925625
|
||||
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@ -1,14 +0,0 @@
|
||||
gestion - management
|
||||
conocimientos - knowledge
|
||||
empresa - business
|
||||
habilidades - skills
|
||||
equipo - equipment
|
||||
trabajar con equipo - working with a team
|
||||
caja negra - black box
|
||||
impuesto - tax
|
||||
entorno - environment
|
||||
viviendo - housing
|
||||
ocio - leisure
|
||||
logren - achieve
|
||||
alcanzarse - achievable
|
||||
desarrolo - development
|
||||
@ -1,88 +0,0 @@
|
||||
# Empreserio 1
|
||||
|
||||
|
||||
## T1 | Que es una Empresa? What is a business?
|
||||
|
||||
[[T1-Introduccion_a_la_empresa.pdf|PDF]]
|
||||
|
||||
- [x] [Introducción a la empresa? *Introduction to business?*](Areas/upv/classes/empresario/01-overview/01-introduction.md)
|
||||
- [x] [¿Qué es una empresa? *What is a business?*](02-what-is-a-business.md)
|
||||
- [x] [Empresa como caja negra? *Business as a Black Box?*](03-business-as-black-box.md)
|
||||
- [x] [Empresa como sistema *Business as a System*](04-business-as-system.md)
|
||||
- [x] [Subsistemas de la empresa *Subsystems of businesses.*](05-business-subsystems.md)
|
||||
|
||||
## T2 | El entorno economico de la empresa, The economic environment of the company
|
||||
|
||||
[[T2-El_entorno_economico_de_la_empresa.pdf|PDF]]
|
||||
|
||||
- [x] [El entorno de la empresa *The environment of the company*](./02-economic-environment/01-company-environment.md)
|
||||
- [x] [El entorno general *The environment in general*](./02-economic-environment/02-general-environment.md)
|
||||
- [x] [El entorno específico *The specific environment*](./02-economic-environment/03-specific-environment.md)
|
||||
- [x] [Análisis externo e interno: DAFO *External and internal Analysis: SWOT*](./02-economic-environment/04-swot.md)
|
||||
|
||||
## T3 | Conceptos generales de gestion, General management concepts
|
||||
|
||||
[[T3-Conceptos_generales_de_gestion.pdf|PDF]]
|
||||
|
||||
- [x] [Subsistema directivo *Management Subsystem*](./03-management-concepts/01-management-subsystem.md)
|
||||
- [x] [Funciones de la gestión empresarial *Functions of bousiness managment*](./03-management-concepts/02-functions-of-management.md)
|
||||
- [x] [Toma de decisiones *Decision Making*](./03-management-concepts/03-decision-making.md)
|
||||
- [x] [Tipos de decisiones *Types of Decisions*](./03-management-concepts/04-decision-types.md)
|
||||
- [x] [Niveles directivos *Management Levels*](./03-management-concepts/05-management-levels.md)
|
||||
- [x] [Decisiones mas importantes en una empresa *Important decisions for a business*](./03-management-concepts/06-vision-mission-values.md)
|
||||
|
||||
## T4 | Planifications y control, Planning and control
|
||||
|
||||
[[T4-Planificacion_y_control.pdf|PDF]]
|
||||
|
||||
- [x] [Visión general del directivo *Management Overview*](./04-planning-control/01-management-overview.md)
|
||||
- [x] [Planificación *Planning*](./04-planning-control/02-planning-definition.md)
|
||||
- [x] [Proceso de Planificación *The planning Process*](./04-planning-control/03-planning-process.md)
|
||||
- [x] [Planificación: Objetivo, estrategia y plan *Planning, Objectives, Strategies and plans*](./04-planning-control/04-planning-objectives-plan)
|
||||
- [x] [Control](./04-planning-control/05-controlling.md)
|
||||
- [x] [Tipos de control *Types of control*](./04-planning-control/06-types-of-control.md)
|
||||
- [x] [Control: Cuadro de Mando integral *control: integrated control panel*](./04-planning-control/07-control-dashboard.md)
|
||||
|
||||
## T5 | Organicazíon, Organisation
|
||||
|
||||
[[T5-Organizacion.pdf|PDF]]
|
||||
|
||||
- [x] Introducción de la Organización *Introduction to Organisation*
|
||||
- [x] Organización *Organisation*
|
||||
- [x] Unidad organizativa *Organisational Units*
|
||||
- [x] Departamentalización *Departmentalisation*
|
||||
- [x] Estructura organizativa *Organisational Structures*
|
||||
- [x] Organigrama *Organisation Chart*
|
||||
|
||||
## T6 | Dirección, Leading
|
||||
|
||||
[[T6-Direccion.pdf|PDF]]
|
||||
|
||||
- [x] Introducción: ¿dirigir o liderar? *Introduction, managing or leading*
|
||||
- [x] Dirección *Direction*
|
||||
- [x] Liderazgo *Leadership*
|
||||
- [x] Motivación *Motivation*
|
||||
- [x] Comunicación *Communication*
|
||||
|
||||
## T7 Marketing Fundamentals
|
||||
|
||||
[[T7-Fundamentos_del_marketing.pdf|PDF]]
|
||||
|
||||
- [x] Definir el mercado potencial en el que competir *Define the potential market in which to compete*
|
||||
- [x] Segmentar el mercado potencial *Segment the potential market*
|
||||
- [x] Cuantificar la demanda y su evolucion *Quantify demand and its evolution*
|
||||
- [x] Analizar la competencia *Analyze the competetion*
|
||||
- [x] Seleccionar el/los semento/s objetivo *Select the target segment(s)*
|
||||
- [x] Posicionarse en el segmento/mercado *Position yourself in the market segment(s)*
|
||||
|
||||
## T8 Marketing Mix
|
||||
|
||||
[[T8-Variables_del_marketing-mix.pdf|PDF]]
|
||||
|
||||
- [x] Marketing Operacional *Operational Marketing*
|
||||
- [x] Marketing Mix 4P's
|
||||
- [x] Producto *Product*
|
||||
- [x] Precio *Price*
|
||||
- [x] Promocion *Promotion*
|
||||
- [x] Plaza o Distribucion *Place/Distribution*
|
||||
- [x] Tendencias: Marketing extendido *Trends, extended marketing*
|
||||
@ -1,75 +0,0 @@
|
||||
# Future forms and uses
|
||||
|
||||
## Future Perfect, Future Continous, Present Simple, Present Perfect, Present Perfect Continous
|
||||
|
||||
## Pagina 23.
|
||||
|
||||
**Task 6**
|
||||
|
||||
I have more money than my parents did and im sure that my kids will be better off than me.
|
||||
|
||||
By the time I finish this course I will have spent 300 hours studying English
|
||||
|
||||
I heard that in the future kids will be using computers before they can talk.
|
||||
|
||||
From what I see in the news I don't think our economic situation will change much.
|
||||
|
||||
I think my parents will be supporting me financially for another year. Jobs are so hard to find.
|
||||
|
||||
From what i can see, kids today think that they will have appeared on TV before they’re 25.
|
||||
|
||||
**Random Task**
|
||||
|
||||
The photo depicts a group of children preparing food on plates. The setting seems to be a stage of a television show.
|
||||
|
||||
On the plates are broccoli and some sort of grilled cheese. The televsion show is called master che.
|
||||
|
||||
**Task 7.**
|
||||
|
||||
Guiselle wants to run a own restaurant.
|
||||
|
||||
Jared wants to make his name by the age 22
|
||||
|
||||
Maise wants to have a chain of restaurants by the time she's 22.
|
||||
|
||||
|
||||
**Task 8.**
|
||||
|
||||
Giselle, will you make it to the final of Junior Chef.
|
||||
|
||||
And what will you have learned by then do you think?
|
||||
|
||||
Hopefully I'll be making enough to be a judge on junior chef one time.
|
||||
|
||||
Where do you think you'll be in ten years time?
|
||||
|
||||
Somebody will be going home at the end of today's show, but it's not going to be me.
|
||||
|
||||
|
||||
**Task 9. Elision**
|
||||
Are you going to make it to the final
|
||||
-> Are you gonna make it to the final
|
||||
|
||||
Its a kind of ravioli with seafood
|
||||
-> Its a kinda ravioli with seafood
|
||||
|
||||
I want to be famous
|
||||
-> I wanna be famous
|
||||
|
||||
I do a lot of pasta dishes at home
|
||||
-> I do a lotta pasta dishes at home
|
||||
|
||||
**Task 10.**
|
||||
|
||||
1. Where will you be living in five years time.
|
||||
|
||||
2. What will you have achieved at the end of this course.
|
||||
|
||||
3. Will you be working by this time next year?
|
||||
|
||||
4. What will you be doing this weekend?
|
||||
4. What you gonna do this weekend?
|
||||
|
||||
5. Are you going to use English in the future?
|
||||
|
||||
6. Will you have learned a new skill by next year?
|
||||
@ -1,101 +0,0 @@
|
||||
# Class 02
|
||||
|
||||
**6.1** What is a career goals’ statement?
|
||||
|
||||
A career goal are some things a person plans to achieve regarding their career. It could, for example, be a promotion, a salary increase or a job switch.
|
||||
|
||||
**6.2** Which applicants do you think clearly statue their career goals?
|
||||
|
||||
A,B,D
|
||||
|
||||
**6.3** How will he or she reach this goal?
|
||||
|
||||
**7a** Passive Voice → Active Voice
|
||||
|
||||
get ⇨ obtain
|
||||
good ⇨ strong
|
||||
got a job ⇨ secured a position
|
||||
had ⇨ gained
|
||||
making ⇨ achieving
|
||||
want ⇨ intend
|
||||
|
||||
|
||||
**7b**
|
||||
|
||||
I **intend** to become an account executive.
|
||||
I **completed** a three-year course in arts administration.
|
||||
I am **seeking** a position in Human Resources.
|
||||
I’m **confident** I will make a **significant** contribution to your firm.
|
||||
I **gained** extensive experience during my internship.
|
||||
My aim is to **effectively** use my experience in customer care.
|
||||
I **possess** skills in mentoring and advising young people.
|
||||
I aim to **become** the **leading** events’ manager in this area.
|
||||
|
||||
|
||||
**8**
|
||||
|
||||
__Task:__ Write career goals, formal language, future.
|
||||
|
||||
My career goals for the next five years.
|
||||
|
||||
Mainly I intend to have a stable job working in the software industry using the skills I have gained over the last few years.
|
||||
|
||||
I would prefer working in an agile, friendly and creative workplace, together with a small team and close to the clients.
|
||||
|
||||
Also, it is very important for me to never stop learning, firstly because I find learning really enjoyable but secondly because the software industry is ever-changing and staying on top requires it.
|
||||
|
||||
Also, I will always keep learning, firstly to stay on top of the ever-changing software industr
|
||||
|
||||
# 6 | Values
|
||||
|
||||
## 2 Key Words
|
||||
|
||||
**1.**
|
||||
I'm full of admiration for the way SUe has passed her exams in such a diffucult sitatuation
|
||||
(d) great liking and respect
|
||||
|
||||
**2.**
|
||||
The new concert hall is absolutely majestic. It's a fantastic building
|
||||
(a) very magnificient and special
|
||||
|
||||
**3.**
|
||||
It was so disappointing
|
||||
(f)
|
||||
|
||||
**4.**
|
||||
Napoleon
|
||||
|
||||
## 3a
|
||||
|
||||
1. (b) asks a question about the word awesome
|
||||
2. (c) she makes a comment about the audience
|
||||
3. (a) Going to talk about
|
||||
|
||||
## 3b
|
||||
|
||||
c she tells a quick story
|
||||
|
||||
argues a point of view
|
||||
|
||||
explains some specialist terms
|
||||
|
||||
visiting a restaurant
|
||||
pdf
|
||||
sandwiches
|
||||
- the wheel
|
||||
- the great pyramids
|
||||
- the grand canyon
|
||||
- photography
|
||||
- the allied invasion of normandy
|
||||
- bees
|
||||
the wright brothers
|
||||
rolling stone magazine
|
||||
- sharks
|
||||
her powerpoint
|
||||
|
||||
|
||||
## Homework
|
||||
|
||||
watch Jill Sargaa ted talk, ("please please")
|
||||
|
||||
- Activities 2 and 3
|
||||
@ -1,123 +0,0 @@
|
||||
# Class 03
|
||||
|
||||
## Homework
|
||||
|
||||
### 2
|
||||
|
||||
1. Fantastic Experience?
|
||||
False
|
||||
|
||||
2. To strong?
|
||||
True
|
||||
|
||||
3. Awesome overused?
|
||||
True
|
||||
|
||||
4. Fear Admiration?
|
||||
True
|
||||
|
||||
5. Overused?
|
||||
False
|
||||
|
||||
6. High Points Low Points
|
||||
True
|
||||
|
||||
### 3
|
||||
|
||||
1. The Wheel
|
||||
**a**
|
||||
|
||||
2. The Great Pyramids
|
||||
**b**
|
||||
|
||||
3. The Grand Canyon
|
||||
**a**
|
||||
|
||||
4. Bees
|
||||
**a**
|
||||
|
||||
5. The Moon Landing
|
||||
**b**
|
||||
|
||||
6. Sharks
|
||||
**a**
|
||||
|
||||
### 6.1
|
||||
|
||||
For some things that have lost something to put them back
|
||||
|
||||
|
||||
## Write down the following
|
||||
Bike
|
||||
|
||||
## How to get that?
|
||||
First I would try to find a Platform were people buy and sell used things.
|
||||
|
||||
Then I would search that platform on how to find
|
||||
|
||||
#
|
||||
|
||||
1. Laptop
|
||||
2. Tablet
|
||||
|
||||
1. Drill
|
||||
2. Toolbox
|
||||
3. Drill
|
||||
|
||||
## Answer
|
||||
|
||||
1. It’s to slow
|
||||
2. Still good value for money
|
||||
3. Heavy, Expensive
|
||||
|
||||
4. Good Quality Brand, fantastic value for Money
|
||||
5. Credit card
|
||||
|
||||
## 5
|
||||
|
||||
### 1 What tense is used?
|
||||
|
||||
Zero: **If** + present simple | present simple
|
||||
|
||||
- Situations or facts that are generally true
|
||||
- Habits and repeated actions when there is a given condition
|
||||
|
||||
**Example**
|
||||
If you heat water, it boils.
|
||||
If you heat water, it (should, can) boil.
|
||||
|
||||
1. + Modal Verb
|
||||
can, should, must
|
||||
without 'to'
|
||||
|
||||
First: **If** + present simple | **will** + infinitive without to
|
||||
|
||||
- Something the speaker thinks is likely to happen in the future
|
||||
- Possible situations that are generally true
|
||||
|
||||
**Example**
|
||||
|
||||
|
||||
Second: **If** + Past Simple | **would** + Infinitive + **to**
|
||||
|
||||
- Something that is the opposite of the real situation
|
||||
- Something that the speaker thinks is unlikely to happen
|
||||
|
||||
**Example**
|
||||
|
||||
If I had your number, i’d be able to call you
|
||||
|
||||
Third: **If** + Past Perfect | **would** + Present Perfect
|
||||
|
||||
**Example**
|
||||
If I had time yesterday, I would have visited.
|
||||
|
||||
### 2 What conditional is used?
|
||||
a: Zero
|
||||
b: Second
|
||||
c: First
|
||||
|
||||
|
||||
## Homework
|
||||
If + will : yes/no?
|
||||
Activities 1-4, Page 151
|
||||
Some files were not shown because too many files have changed in this diff Show More
Loading…
Reference in New Issue
Block a user