The document discusses quality control methods, specifically control charts. It defines control charts as tools used to study and control repetitive manufacturing processes.

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The course introduces the tools of obtaining, summarising, analysing information. It introduces Set theory, functions, equations ,sequences and mathematics of finance .

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This unit describes the competencies required in applying basic: algebra, trigonometry statistics, indices and logarithms and ratio. It also involves performing geometrical calculations, business calculations, carrying out basic mensuration and plotting simple graphs.

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This study is about assessing Credit risk management of Nib international Bank S.C to achieve the intended objective of the study, Descriptive research was employed. Purposive sampling techniques were used to focus on limited number of informants who have deep insight about the issue. Accordingly, the size of the sample ware 143 which include all city Branch Managers and loan officers, credit analysts, Follow-up officer Customer Relationship Manager and Controllers of the bank. Questionnaires and interview were used as a primary data gathering instrument while annual reports and information from book of account were used as an instrument to gather secondary data relevant for the study. Descriptive statistics was used to analyze the data. Accordingly, the research found out that, credit risk policy and strategy of the bank is not renewed timely, the bank has no procedure to detect borrows associated with crime, internal risk rating system is not utilized to total portfolio and value and existence of collateral is not checked periodically Based on the findings the research suggest that, the bank should review its credit risk management strategy and policy periodically, develop policy enable to identify borrowers associated with crime and adjust its Management Information system in a manner it provide adequate information for decision makers.

The rapid changes in technological advancement implications are for companies to keep up with the trends and exploit them to their advantage. The manufacturing sector has been signaled as one of the industries that have been slow in its digital transformation. Kenya’s manufacturing sector has not been able to leverage digital transformation to enhance its performance and is behind in meeting its Vision 2030 goals. Therefore, this study assessed the influence of technological, organisational, and environmental factors on DT in Kenya’s manufacturing firms in the Nairobi region. The study was anchored on the technology organisation and environment (TOE) Framework and Diffusion of Innovation (DOI) theory. A positivist research philosophy fits with the study’s objective and is thus adopted. A descriptive correlational design is used as the study aims to describe the association between factors that may influence digital transformation. The target population was 725 firms from which a sample size of 176 was selected as the units of analysis. In each of the 176 firms, a senior manager involved in strategy implementation was purposively and conveniently sampled. The data was gathered using a Likert scale-based questionnaire that waschecked for validity and reliability in a pilot study from which the internal consistency of items was assessed. The output indicated that technology, organisation, and environment factors together explained 47.5 % of the change in DT adoption in manufacturing firms and was significant at the 95 % confidence level. Independently, technological factors had a .577 positive and statistically significant effect on DT adoption. The study therefore concludes that increasing technological factors in manufacturing firms will contribute to an increase in DT adoption while organizational and environmental factors do not have any effects on DT adoption. the study recommends that manufacturing firms focus on using technology that has affords them a relative advantage over the existing technology.

purpose of the study was to assess the credit management practice of Lion International S.C. The data were gathered from all staff of the head office Credit Management Department and twenty branch managers and customers’ relationship officer found in Nairobionly on the credit management practices of the bank in areas of securing credit facilities against collateral, credit management analysis/evaluation practice of the bank, concentration risk management practice of the bank and the practice of the bank’s credit follow-up and recovery. The questionnaire survey was undertaken among 65 employees of the bank and all were collected to assess the perception of credit management practices of the bank in relation to the above practices. Closed ended questions were used, particularly to reflect the views of the employees with regard to four practices.Descriptive research design with 5 levels Likert scale was used to measure variables of study. Data was analyzed through descriptive statistics, percentage and frequency using SPSS Version 20.0 software. The result from the survey shows that majority of the bank staff were explained their concern on weak collateral coverage of the bank loans, high concentration risk on export loan out of the total loan volume of the bank, weak credit analysis during approval and at same time poor follow-up and recovery activities. According to the survey the bank can reverse the potential risk by providing reasonable attention for collateral holding , developing moderate loan concentration between credit products, improving the competency of the credit follow-up and recovery division for quality loan management

COOP is struggling to improve and keep its service quality towards increase customers positive perceptions by providing and implementing like modern banking systems (core banking system, e-banking, mobile banking, and internet banking), technological instruments (ATM, POS) and other many banking services tools. However, there are some problems and difficulties observed on its service quality, handling of customers compliant, reliability, responsiveness and other services to apply effectively and efficiently as expected. (Co-operative bank of Kenya reviewed 2015/16 first quarter performance). In this regard, a research should be carried out on the service quality of COOP to fill the gap and give possible recommendation to make the customers more satisfied and the service delivery quality better. In light of the above discussion, it is deemed essential for COOP to be fully aware of its customer satisfaction in relation with the service offered to them. If COOP does not asses the magnitude of its customer actual perceptions of the service and make appropriate measure the result may have a direct impact on customer defection. COOP in the banking industry of the country should pay more attention for service quality to meet their customer’s expectation.

This research aimed to examine the barriers emerging from organisational structure, communication strategies and management commitment to corporate strategy implementation. The independent variables within the framework were organisational structure, communication strategies and management commitment, and the dependent variable was corporate strategy implementation. The research used a case study design with a quantitative approach. A nonprobability sampling technique with a total population sampling procedure was used guided by the three specific objectives (i) To assess the influence of organisational structure on strategic leadership in managing corporate strategy implementation (ii) To determine the influence of communication strategies on strategic leadership in managing corporate strategy implementation at Safina Media Group and (iii) To identify the contributing factors to management commitment in facilitating corporate strategy implementation at Safina Media Group. The main data collection instrument was a questionnaire distributed to 55 workers in total, and all 55 usable responses were received and analysed through SPSS 25. The objectives of the study were achieved through descriptive analysis. The analysis revealed that the highest rated barriers to effective strategic leadership are the information management system, poor communication, innovativeness and technology (M = 2.31, DS = 0.99 and M = 3.3304, SD = 1.27 and M = 2.26, SD = 1.04 and 2.28, SD = 1.99) respectively. This could be interpreted that a poor information management system, poor communication, poor innovativeness and low technology form barriers to effective strategic leadership in corporate strategy implementation at Safina Media Group. The findings and conclusion give recommendations that Management needs to understand the importance of managing information, communication, and technological innovations in a long-term perspective. Staff should be given information to carry out their human resource activities as well as make individual holders of management positions aware of the consequences of weak relationships with any employee on corporate strategic implementation. Last but not least, this similar study should be carried out with other entities of similar characteristics for comparison of the findings obtained and the validity of outcomes.