�ݺ�ߣshows by User: tsam1

�ݺ�ߣshows by User: tsam1 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: tsam1 / Wed, 22 Dec 2021 15:11:43 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: tsam1 University of Malta Strategic Plan 2020-2025 /slideshow/university-of-malta-strategic-plan-20202025/250885325 stratplandigital7dec-211209080019-211222151144
Main Editor: Professor Tanya Sammut-Bonnici Pro Rector Strategic Planning and Enterprise University of MALTA As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come. The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on the 30 May 2019 and by the Council on the 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners. During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys. The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan. ]]>
Main Editor: Professor Tanya Sammut-Bonnici Pro Rector Strategic Planning and Enterprise University of MALTA As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come. The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on the 30 May 2019 and by the Council on the 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners. During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys. The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan. ]]> Wed, 22 Dec 2021 15:11:43 GMT /slideshow/university-of-malta-strategic-plan-20202025/250885325 tsam1@slideshare.net(tsam1) University of Malta Strategic Plan 2020-2025 tsam1 Main Editor: Professor Tanya Sammut-Bonnici Pro Rector Strategic Planning and Enterprise University of MALTA As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come. The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on the 30 May 2019 and by the Council on the 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners. During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys. The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/stratplandigital7dec-211209080019-211222151144-thumbnail.jpg?width=120&height=120&fit=bounds" /> Main Editor: Professor Tanya Sammut-Bonnici Pro Rector Strategic Planning and Enterprise University of MALTA As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come. The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on the 30 May 2019 and by the Council on the 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners. During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys. The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan.

University of Malta Strategic Plan 2020-2025 from Tanya Sammut-Bonnici

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0 Diffusion of tech products /slideshow/diffusion-of-tech-products/195509846 diffusionoftechproducts-191120095748
Companies that operate in competitive markets dominated by network externalities face distinct trade-offs regarding the choice of a technical standard. Holding on to a primary compatibility standard permits a firm's product to capture the value added by a large network. Conversely, the firm loses direct control over the market supply of the good and faces (direct) intra-platform competition. This trade-off is a key strategic decision that depends in part on the control that firms have in making their output compatible with competitors' outputs and complementary products. Industry output will be higher when there are network externalities and when standards are open. With incompatibility of standards market concentration, output inequality and price and profit inequality increase with the extent of the network externality. Where there are proprietary standards and strong network effects, there is no equilibrium in terms of network offerings. Competition, as we know it, can be compromised by the size consequences of the winner-takes-all phenomenon. The economic characteristics of network industries are dependent in large part on the interconnectivity that is characteristic of the technologies of information goods.]]>
Companies that operate in competitive markets dominated by network externalities face distinct trade-offs regarding the choice of a technical standard. Holding on to a primary compatibility standard permits a firm's product to capture the value added by a large network. Conversely, the firm loses direct control over the market supply of the good and faces (direct) intra-platform competition. This trade-off is a key strategic decision that depends in part on the control that firms have in making their output compatible with competitors' outputs and complementary products. Industry output will be higher when there are network externalities and when standards are open. With incompatibility of standards market concentration, output inequality and price and profit inequality increase with the extent of the network externality. Where there are proprietary standards and strong network effects, there is no equilibrium in terms of network offerings. Competition, as we know it, can be compromised by the size consequences of the winner-takes-all phenomenon. The economic characteristics of network industries are dependent in large part on the interconnectivity that is characteristic of the technologies of information goods.]]> Wed, 20 Nov 2019 09:57:48 GMT /slideshow/diffusion-of-tech-products/195509846 tsam1@slideshare.net(tsam1) Diffusion of tech products tsam1 Companies that operate in competitive markets dominated by network externalities face distinct trade-offs regarding the choice of a technical standard. Holding on to a primary compatibility standard permits a firm's product to capture the value added by a large network. Conversely, the firm loses direct control over the market supply of the good and faces (direct) intra-platform competition. This trade-off is a key strategic decision that depends in part on the control that firms have in making their output compatible with competitors' outputs and complementary products. Industry output will be higher when there are network externalities and when standards are open. With incompatibility of standards market concentration, output inequality and price and profit inequality increase with the extent of the network externality. Where there are proprietary standards and strong network effects, there is no equilibrium in terms of network offerings. Competition, as we know it, can be compromised by the size consequences of the winner-takes-all phenomenon. The economic characteristics of network industries are dependent in large part on the interconnectivity that is characteristic of the technologies of information goods. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/diffusionoftechproducts-191120095748-thumbnail.jpg?width=120&height=120&fit=bounds" /> Companies that operate in competitive markets dominated by network externalities face distinct trade-offs regarding the choice of a technical standard. Holding on to a primary compatibility standard permits a firm's product to capture the value added by a large network. Conversely, the firm loses direct control over the market supply of the good and faces (direct) intra-platform competition. This trade-off is a key strategic decision that depends in part on the control that firms have in making their output compatible with competitors' outputs and complementary products. Industry output will be higher when there are network externalities and when standards are open. With incompatibility of standards market concentration, output inequality and price and profit inequality increase with the extent of the network externality. Where there are proprietary standards and strong network effects, there is no equilibrium in terms of network offerings. Competition, as we know it, can be compromised by the size consequences of the winner-takes-all phenomenon. The economic characteristics of network industries are dependent in large part on the interconnectivity that is characteristic of the technologies of information goods.

Diffusion of tech products from Tanya Sammut-Bonnici

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0 9 Ways to Engage Enterprise and Academia - Professor Tanya Sammut-Bonnici /slideshow/9-ways-to-engage-enterprise-and-academia-professor-tanya-sammutbonnici/69956817 femabusinessforum-ts-161208151651
9 Ways to Engage Enterprise and Academia Professor Tanya Sammut-Bonnici ------------------------------------------------------------ 1. Curriculum Development Recruiters, Enterprise to identify knowledge gaps 2. Industry Speaker Programmes Speaker: 40 mins per 28 hours of lectures 2 way awareness, recruitment 3. Assignments applied to Industry Per Department 70 units x average 50 student: 3,500 assignments per year 4. Dissertations and Industry Projects Work on analysing and resolving Industry issues 5. Industry Consulting and Research MUHC mechanism for paid consulting by lecturers Marketing Research, Strategic Plans, Financial Analysis, Project Planning … 6. Academic Research within Industry Objective to publish in academic journals, using industry data 7. Internships – Local Credit earning, assessed New Work Based Learning Law 2017 8. Internships – ERASMUS Ask Recruiters, Enterprise, Industry for gaps in knowledge 9. Publish Vacancies on LinkedIn Create FEMA faculty wide LinkedIn group for general announcements and vacancies ]]>
9 Ways to Engage Enterprise and Academia Professor Tanya Sammut-Bonnici ------------------------------------------------------------ 1. Curriculum Development Recruiters, Enterprise to identify knowledge gaps 2. Industry Speaker Programmes Speaker: 40 mins per 28 hours of lectures 2 way awareness, recruitment 3. Assignments applied to Industry Per Department 70 units x average 50 student: 3,500 assignments per year 4. Dissertations and Industry Projects Work on analysing and resolving Industry issues 5. Industry Consulting and Research MUHC mechanism for paid consulting by lecturers Marketing Research, Strategic Plans, Financial Analysis, Project Planning … 6. Academic Research within Industry Objective to publish in academic journals, using industry data 7. Internships – Local Credit earning, assessed New Work Based Learning Law 2017 8. Internships – ERASMUS Ask Recruiters, Enterprise, Industry for gaps in knowledge 9. Publish Vacancies on LinkedIn Create FEMA faculty wide LinkedIn group for general announcements and vacancies ]]> Thu, 08 Dec 2016 15:16:51 GMT /slideshow/9-ways-to-engage-enterprise-and-academia-professor-tanya-sammutbonnici/69956817 tsam1@slideshare.net(tsam1) 9 Ways to Engage Enterprise and Academia - Professor Tanya Sammut-Bonnici tsam1 9 Ways to Engage Enterprise and Academia Professor Tanya Sammut-Bonnici ------------------------------------------------------------ 1. Curriculum Development Recruiters, Enterprise to identify knowledge gaps 2. Industry Speaker Programmes Speaker: 40 mins per 28 hours of lectures 2 way awareness, recruitment 3. Assignments applied to Industry Per Department 70 units x average 50 student: 3,500 assignments per year 4. Dissertations and Industry Projects Work on analysing and resolving Industry issues 5. Industry Consulting and Research MUHC mechanism for paid consulting by lecturers Marketing Research, Strategic Plans, Financial Analysis, Project Planning … 6. Academic Research within Industry Objective to publish in academic journals, using industry data 7. Internships – Local Credit earning, assessed New Work Based Learning Law 2017 8. Internships – ERASMUS Ask Recruiters, Enterprise, Industry for gaps in knowledge 9. Publish Vacancies on LinkedIn Create FEMA faculty wide LinkedIn group for general announcements and vacancies <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/femabusinessforum-ts-161208151651-thumbnail.jpg?width=120&height=120&fit=bounds" /> 9 Ways to Engage Enterprise and Academia Professor Tanya Sammut-Bonnici ------------------------------------------------------------ 1. Curriculum Development Recruiters, Enterprise to identify knowledge gaps 2. Industry Speaker Programmes Speaker: 40 mins per 28 hours of lectures 2 way awareness, recruitment 3. Assignments applied to Industry Per Department 70 units x average 50 student: 3,500 assignments per year 4. Dissertations and Industry Projects Work on analysing and resolving Industry issues 5. Industry Consulting and Research MUHC mechanism for paid consulting by lecturers Marketing Research, Strategic Plans, Financial Analysis, Project Planning … 6. Academic Research within Industry Objective to publish in academic journals, using industry data 7. Internships – Local Credit earning, assessed New Work Based Learning Law 2017 8. Internships – ERASMUS Ask Recruiters, Enterprise, Industry for gaps in knowledge 9. Publish Vacancies on LinkedIn Create FEMA faculty wide LinkedIn group for general announcements and vacancies

9 Ways to Engage Enterprise and Academia - Professor Tanya Sammut-Bonnici from Tanya Sammut-Bonnici

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0 Bologna process 2015 overview /slideshow/bologna-process-2015-overview/55778826 bolognaprocess2015overview-151203122956-lva1-app6891
Professor Tanya Sammut-Bonnici Bologna Process - European Higher Education Area (EHEA) Review of Ministerial Communique May 2015]]>
Professor Tanya Sammut-Bonnici Bologna Process - European Higher Education Area (EHEA) Review of Ministerial Communique May 2015]]> Thu, 03 Dec 2015 12:29:56 GMT /slideshow/bologna-process-2015-overview/55778826 tsam1@slideshare.net(tsam1) Bologna process 2015 overview tsam1 Professor Tanya Sammut-Bonnici Bologna Process - European Higher Education Area (EHEA) Review of Ministerial Communique May 2015 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bolognaprocess2015overview-151203122956-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> Professor Tanya Sammut-Bonnici Bologna Process - European Higher Education Area (EHEA) Review of Ministerial Communique May 2015

Bologna process 2015 overview from Tanya Sammut-Bonnici

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0 Preparing for the Next Wave - IOT, Sharing Economy, Jobs and Skills /slideshow/preparing-for-the-next-wave-iot-sharing-economy-jobs-and-skills/55328517 iotandsharingeconomy-jobsskills-publiccopy-151120093255-lva1-app6891
The global economy is entering the third wave of information technology, characterised by interconnected platforms of people, objects and resources. The Internet of Things (IoT) as a technology enabler of the Sharing Economy and its global platforms are due to grow exponentially in the next decade, placing demands on skills and changing the employment landscape. The demand for low-value-adding work will decrease as resources are used more effectively. The demand for information technology skills will continue to rise in order to meet the requirements of developing IoT products, software, apps, networks, cloud infrastructure, data management and information systems.]]>
The global economy is entering the third wave of information technology, characterised by interconnected platforms of people, objects and resources. The Internet of Things (IoT) as a technology enabler of the Sharing Economy and its global platforms are due to grow exponentially in the next decade, placing demands on skills and changing the employment landscape. The demand for low-value-adding work will decrease as resources are used more effectively. The demand for information technology skills will continue to rise in order to meet the requirements of developing IoT products, software, apps, networks, cloud infrastructure, data management and information systems.]]> Fri, 20 Nov 2015 09:32:55 GMT /slideshow/preparing-for-the-next-wave-iot-sharing-economy-jobs-and-skills/55328517 tsam1@slideshare.net(tsam1) Preparing for the Next Wave - IOT, Sharing Economy, Jobs and Skills tsam1 The global economy is entering the third wave of information technology, characterised by interconnected platforms of people, objects and resources. The Internet of Things (IoT) as a technology enabler of the Sharing Economy and its global platforms are due to grow exponentially in the next decade, placing demands on skills and changing the employment landscape. The demand for low-value-adding work will decrease as resources are used more effectively. The demand for information technology skills will continue to rise in order to meet the requirements of developing IoT products, software, apps, networks, cloud infrastructure, data management and information systems. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/iotandsharingeconomy-jobsskills-publiccopy-151120093255-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> The global economy is entering the third wave of information technology, characterised by interconnected platforms of people, objects and resources. The Internet of Things (IoT) as a technology enabler of the Sharing Economy and its global platforms are due to grow exponentially in the next decade, placing demands on skills and changing the employment landscape. The demand for low-value-adding work will decrease as resources are used more effectively. The demand for information technology skills will continue to rise in order to meet the requirements of developing IoT products, software, apps, networks, cloud infrastructure, data management and information systems.

Preparing for the Next Wave - IOT, Sharing Economy, Jobs and Skills from Tanya Sammut-Bonnici

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0 https://cdn.slidesharecdn.com/profile-photo-tsam1-48x48.jpg?cb=1695801907 www.um.edu.mt/profile/tanyasammutbonnici https://cdn.slidesharecdn.com/ss_thumbnails/stratplandigital7dec-211209080019-211222151144-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/university-of-malta-strategic-plan-20202025/250885325 University of Malta St... https://cdn.slidesharecdn.com/ss_thumbnails/diffusionoftechproducts-191120095748-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/diffusion-of-tech-products/195509846 Diffusion of tech prod... https://cdn.slidesharecdn.com/ss_thumbnails/femabusinessforum-ts-161208151651-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/9-ways-to-engage-enterprise-and-academia-professor-tanya-sammutbonnici/69956817 9 Ways to Engage Enter...