...knowledge, skills, and values to effectively apply various business principles and tools in an organizational setting. The BSB foundation is designed to bridge the gap between theory and practical application, while examining the areas of accounting, critical thinking and decision-making, finance, business law, management, marketing, organizational behavior, research and evaluation, and technology. Students are required to demonstrate a comprehensive understanding of the undergraduate business curricula through an integrated topics course. The Human Resource Management Concentration helps students develop an understanding of the fundamentals of human resource management and its strategic relevance in business. The concentration addresses the legal and ethical components of the decision making process involved in the human resources environment. The Human Resource Management Concentration introduces students to the basic concepts of human resource management, and allows further study in the areas of employment law, risk management, recruitment and selection of employees, international HR, change management, compensation and benefits, employee development, and performance management. Students will also develop an understanding of the critical business implications for human resource professionals today and in the future. HR practitioners and managers must be equipped with a solid understanding of the fundamentals of human resource management, along with strong skills in the areas...
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...| Course | | Course Title |Course Credit |Start Date | |End Date | | Instructor |Grade | | |GEN/300 | |SKILLS FOR PROFESSIONAL DEVELOPMENT |3 |07/31/2001 | |08/28/2001 | |TIMOTHY COLLINS |A- | | |MGT/330 | |MANAGEMENT: THEORY,PRACTICE, APPLICATION |3 |09/04/2001 | |10/02/2001 | |LEE HOFFMAN |A | | |MGT/331 | |ORGANIZATIONAL BEHAVIOR |3 |10/09/2001 | |11/06/2001 | |NORMAN ANDROSS, II |A | | |MGT/436 | |CRITICAL THINKING AND DECISION-MAKING |3 |02/12/2002 | |03/12/2002 | |ROBERT STRETCH |A- | | |MKT/421 | |MARKETING |3 |05/28/2002 | |06/25/2002 | |BARBARA CHRONOWSKI |A- | | |FIN/324 | |FINANCIAL ANALYSIS FOR MANAGERS I |3 |07/02/2002 | |07/30/2002 | |JOHN BUSHBY |B+ | | |FIN/325 | |FINANCIAL ANALYSIS FOR MANAGERS II |3 |08/06/2002 | |09/03/2002 | |STEVEN HARRIS |A | | |QNT/321 | |STATISTICS IN BUSINESS I |3 |09/12/2002 | |10/10/2002 | |DONALD STELL |B+ | | |QNT/322 | |STATISTICS IN BUSINESS II |3 |10/17/2002 | |11/14/2002 | |DONALD STELL |A- | | |ECO/360 | |ECONOMICS FOR BUSINESS I |3 |04/15/2004 | |05/13/2004 | |GEORGE SHARGHI |B+ | | |MKT/438 | |PUBLIC RELATIONS |3 |05/20/2004 | |06/17/2004 | |BARBARA CHRONOWSKI |A | | |CIS/319 | |COMPUTERS AND INFORMATION PROCESSING |3 |07/14/2004 | |08/11/2004 | |KENNETH POORMAN |A | | |MGT/431 | |HUMAN RESOURCES MANAGEMENT |3 |08/31/2004 | |09/28/2004 | |MICHAEL REILLY |A | | |MGT/448 | |GLOBAL BUSINESS STRATEGIES |3 |01/11/2005 | |02/08/2005 | |JAMES LANE |A | | |MGT/449 | |QUALITY MANAGEMENT AND PRODUCTIVITY |3...
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...for excellence throughout my life. I will ensure that I graduate from school with my Bachelors of Science in Accounting degree from DeVry University. My mission is to also enroll in Keller’s Graduate school to get my master in Business and Management. My goal is to work for a successful company in a management position to demonstrate my skills and help the company to drive for outstanding results. I am committed to becoming a successful manager in a retail store or corporate level. I am willing to go above and beyond to reach that goal. I am a driven, compassionate, and hardworking individual. My goal is to one day get marry and have a family. I will be loving and proactive in building and maintaining my relationships with my employees, family and friends, so that I may be considered a successful wife, mother, daughter, sister, aunt, friend, co-worker, and manager. Elevated Speech Hi my name is Carmelia Bell. I am a senior at DeVry. I’m graduating June 30 of this year. I have 4 years of an assistant manager experience. I’m currently working as a team lead at Target. There I have driven my team of becoming number one out of a group of 300 stores of having the highest guest experience score. Our goal was 88% and I led my team of getting a 99% score. I’m looking for company where I can contribute to their company success by driving for outstanding results for them as well. I am a dedicated and hardworking person with the mindset of being the best. I...
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...NORTH LAKE COLLEGE 5001 N. MacArthur Blvd. Irving, Texas 75038-3899 DALLAS COUNTY COMMUNITY COLLEGE DISTRICT COURSE SYLLABUS GOVERNMENT 2306 (ONLINE) SPRING 2015 LIBERAL ARTS Office Location A310 Phone # 972.273.3480 Call the office for hours of operation Instructor Information: Professor: Sharon A. Manna, Ph.D. Email: smanna@dcccd.edu [pic]On Twitter: @ProfessorManna Office Hours: by appointment Course Information Course title: Texas Government Course number: GOVT2306 Section number: -73432/93448 Credit hours: 3 Class meeting time: [online] Course description: GOVT 2306 Texas Government (Texas Constitution and Topics) Origin and development of the Texas Constitution, structure and powers of state and local government, federalism and inter-governmental relations, political participation, the election process, public policy, and the political culture of Texas Course prerequisites: TSI reading & writing (1) Required or Recommended Textbooks and Materials Gibson, Tucker, al al. Government and Politics in the Lone Star State, 8/e ISBN: 9780205927067. [See our eCampus page for text options] Supplemental Reading: Be sure to read newspapers and/or newsmagazines and be prepared to discuss current events. The best way to learn about what can sometimes be dry concepts is to see them at work in real time examples. (2) Units of Instruction/Tentative Calendar: Our course is divided into three (3) units: the setting and constitutional origins of Texas government;...
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...workplace for the employees * To create a pool of entrepreneurial managers and business leaders for future; * To inculcate a strong and effective sales and service culture across levels in the organization in order to generate strong stakeholder affiliation; * To create a learning organization for employees’ intellectual growth and creativity; and to re-skill the workforce to operate in digitally enabled modern core banking environment. HR Business Model * The Strategic HR Business Model adopted by Bank of Baroda incorporates its HR Mission and Philosophy and is focused towards attainment of long-term organizational goals. A very strong Organizational Leadership at different levels forms the key link in the Model. These are: * Strategic Leadership - Corporate level * Business Leadership - Zonal & Regional level * Operational Leadership - Business unit level i.e. branch * The two vital Human Resource sub-systems i.e. HR Planning & Management Sub-System &Competency Based HRD Sub-System shape the very crucial Performance Environment within the Bank which facilitates development of enabling capabilities of people. * Through proper developmental inputs, Positive Attitude & Right Mindset is created among people. * Through proper Communication Medium and an Organizational Culture of sharing, openness, collaboration...
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...[pic]DE LA SALLE UNIVERSITY Taft Avenue, Manila In Partial Fulfillment of a Requirement in Instructional Leadership Brother Andrew Gonzales College of Education For the Degree in Master of Education Major in Educational Leadership and Management By: Imelda P. Tabian I.D. # 11293853 Dr. Eric Olivares Professor ONE YEAR DEVELOPMENT PLAN OF PITOGO HIGH SCHOOL S.Y. 2014-2015 I. Introduction and Background Information 1. Historical Development of the School Pitogo High School or otherwise known as PHS has its origins from the vision of the Local Government of Makati City of providing quality education for each of its students. Through the initiative of the city officials headed by then former Mayor Jejomar C. Binay now Vice-President and in collaboration with the Department of Education, both sector worked hand in hand in fulfilling its mission of providing access to education through technologically driven formal, non-formal and other alternative delivery system. The creation of a localized school was initiated by Mayor Binay and it was intended to benefit the citizens of Barangay Pitogo along with its co-barangay catchment areas of South Cembo, Pinagkaisahan, Cembo and Guadalupe Nuevo. Its first year of operation started 2004-2005 with Mrs. Luzviminda L. Bannag as its first administrator in her capacity as Officer-in-Charge. The number of students of PHS on its maiden operation...
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...programming; database design; network architecture and administration; web technologies; and application development, implementation, and maintenance. This undergraduate degree program includes 45 credits in the required course of study and 15 credits in the concentration. Some courses have prerequisites. In addition, students must satisfy general education and elective requirements to meet the 120-credit minimum, including a minimum of 48 upper-division credits required for completion of the degree. At the time of enrollment, students must choose a concentration. The Information Management concentration is designed to provide coverage of the collection, architecture, modeling, retrieval and management of data for meaningful presentation to the organization. This concentration prepares students to develop, deploy, manage, and integrate data and information systems to support the organization. Note: The diploma awarded for this program will read: Bachelor of Science in Information Technology and will not reflect the concentration. Concentrations are reflected on the transcript only. Required Course of Study GEN 195 Foundations of University Studies The essential information, skills, tools, and techniques necessary for academic success and personal effectiveness at University of Phoenix are introduced in this course. The course develops and applies practical knowledge and skills immediately relevant to...
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...microenvironment C) the marketing environment D) the demographic environment E) the global environment Answer: B Diff: 1 Page Ref: 66 Skill: Concept Objective: 3-1 2) Which of the following terms is used to describe the factors and forces outside marketing that affect marketing management's ability to build and maintain successful relationships with target customers? A) the marketing environment B) the cultural environment C) strategic planning D) target markets E) the marketing mix Answer: A Diff: 1 Page Ref: 66 Skill: Concept Objective: 3-1 3) You are directed to study the demographic, economic, natural, technological, political, and cultural factors that are larger societal forces affecting your company. What are you studying? A) the macroenvironment B) the microenvironment C) the external environment D) the marketing mix E) the global environment Answer: A Diff: 1 Page Ref: 66 Skill: Concept Objective: 3-1 4) Which of the following is NOT a type of factor in a company's macroenvironment? A) demographic B) economic C) technological D) competitive E) political Answer: D Diff: 1 Page Ref: 66 Skill: Concept Objective: 3-1 5) All of the groups within a company are called the ________. A) culture B) diversity C) internal environment D) climate E) range Answer: C Diff: 2 Page Ref: 67 Skill: Concept Objective: 3-1 6) Which type of organization helps companies to stock and move goods from their points of origin to...
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...www.pwc.com/us/retailandconsumer www.kantarretail.com Retailing 2020: Winning in a polarized world PwC and Kantar Retail are pleased to present Retailing 2020, a follow-up study to our original Retailing 2015 report published in 2007. This 2020-focused document identifies and investigates some of the economic drivers that could shape the US retail landscape, as well as components of channel and shopper. This report also documents an intriguing, forward-looking dynamic as we move from the early 2010s and advance toward the retail landscape of 2020. The current retail landscape has been recovering from the worst economic downturn in memory for most shoppers. At the same time, the US retail market continues to evolve into what we term the Post-Modern market evolution phase, characterized by hypercompetition—both online and off—and signals an era defined by very challenging circumstances to understand and master. In short, the retailers and suppliers willing to ―up their game‖ will likely remain the most viable in a rapidly changing, shopper-driven retail landscape. We anticipate that the 2020 retail landscape will be shaped by retailers leveraging increasingly complex operational, financial, and brand models. Retailers and suppliers, we believe, will need to address and manage the complexity and diversity of the ―retail realities‖ that make the market challenging. Speed of technological advancements, globalization, and ways to leverage information are some...
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... |Syllabus | | |College of Humanities | | |GEN/105 Version 10 | | |Skills for Learning in an Information Age | Copyright © 2012, 2011, 2010, 2009, 2007, 2006 by University of Phoenix. All rights reserved. Course Description This course introduces students to learning in an information-rich society. Students develop strategies for successful distance learning, time management, and for managing the abundance of information available in today’s society. Students also explore the appropriate use of information in an academic environment. Specific topics for the course include computing skills for distance learning, online library use, academic honesty, and the development of effective study skills. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University...
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...............................xiii Background and Context .................................................................................xiii Objectives ....................................................................................................... xiv Coastal Electrification and Women’s Development Microenterprise (CEWDM) ............................................................................................. xv Development of Training Modules ................................................................... xv Operational Performance................................................................................ xvi Social Outcomes............................................................................................. xvi Electrification Options as a Function of Household Income .......................... xvi Costs of Rural Lighting and Electrification......................................................xvii Sustainability Issues ....................................................................................... xix The Role of Microcredit in Off-Grid Market Growth......................................... xx Networking and Capacity Building for Professional Women........................... xx A Guideline for RET and Gender by the Public Sector................................... xx...
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...Contents Introduction................................................................................... 1 The Talent Paradox in Global Manufacturing: Survival of the Skilled................................................................... 2 The Depleting Talent Pipeline in Global Manufacturing ............ 3 The Challenge and Opportunity of Talent Mangement in Emerging Markets......................................................................... 5 China: Plenty of oysters, few pearls ............................................. 5 Southeast Asia: Dangers of a short-term view ............................. 6 India: Fighting off the competition .............................................. 6 Latin America: Middle management blues, technical skills shortage .............................................................. 7 Eastern Europe: The perils of accelerating wages ........................ 7 Connecting to Generation Y ........................................................ 8 Characteristics of Generation Y ................................................... 8 New strategies aligning with the needs of Generation Y ............. 9 Shortcomings of current approaches to managing talent ......... 10 The Develop-Deploy-Connect talent management model .......... 11 What Does the Develop-Deploy-Connect Model Mean for Manufacturing Firms?................................................................. 12 Designing organizational roles ....................................................
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...CONTENTS 1 2 3 4 5 6 Abbreviations/Definitions Code of Conduct and Ethics for Students Important Academic Rules Scheme of Studies Important Notes Detailed Syllabus 1 2 3 17 19 20 Lingaya’s University, Faridabad ABBREVIATIONS/DEFINITIONS "AC" means, Academic Council of the University. "BOM" means, the Board of Management of the University. "BOS" means, the Board of Studies of the Department. “CAU/AUC-option” CAU/AUC means change from Credit to Audit option / change from Audit to Credit option "Class/Course Committee" means, the Class/Course Committee of a class/course. "Course" means, a specific subject usually identified by its course-number and course-title, with a specified syllabus / course-description, a set of references, taught by some teacher(s) / course- instructor(s) to a specific class (group of students) during a specific academic-semester / semester. “Course Instructor" means, the teacher or the Course Instructor of a Course. "Curriculum" means the set of Course-Structure and Course-Contents. "DAA" means, the Dean of Academic Affairs. “DAAB” means Departmental Academic Appeals Board. “DEC/PEC” means Dissertation Evaluation Committee / Project Evaluation committee. “Department” means a group in the University devoted to a specific discipline also called a School. Department and School are used interchangeably. "DSA" means, Dean Student Affairs. “ESE” means End-Semester Examination “EYE” means End-Year Examination. "Faculty Advisor/Class Counsellor”...
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...A marketing research on the segmentation, targeting and position of different brands in Marriott International Course: Principles of Marketing Faculty responsibility: D. Sleeman Program: PGD2 Name: YAO Feng (Emma) Words Count: 2632 Date: 02.10.2008 Statement of Authorship “I certify that the totality or assigned portion of this assessment is my own work and contains no material which may have been used for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due appropriate reference is made.” YAO Feng Table of Contents INTRODUCTION 3 Aim & Objectives 3 Limits of research 3 Methodology 3 SEGMENTATION 4 Market Overview 4 Market Segments 4 TARGETING 6 Segment Strategy 7 POSITIONING 8 Product and branding strategy 8 Pricing 14 Promotion 15 Marketing Channels 16 CONCLUSION 16 REFLECTIVE COMMENT 16 REFERENCES 18 APPENDICES 20 INTRODUCTION In the following report I would like to focus on Marriott International, Inc. (NYSE:MAR), a leading lodging company with over 3,100 lodging properties in the United States and 66 other countries and territories (Marriott International, Inc. Corporate Headquarters, 2008). My key task is to critically analyze the segmentation, targeting and positioning strategies of the company with the following brands:...
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...prices. This highlights the historical concern for fairness, accuracy, and consistency in underwriting. When we look at the underwriter’s role today we find two startling realities: (1) the underwriting function, however described and accomplished, is pivotal for any insurer and (2) the industry does not appear to be investing adequately in the development of professional underwriters for the skills being demanded. This is most notable with the impending loss of senior talent to retirement and the increasing availability of electronic tools to support the function. The research in this article examines the changes in the underwriting process. The professional underwriter still brings accuracy, fairness, and a consistent approach to profit to the table for the future oriented insurance company. The success of the professional underwriter is critical for any insurer. However, that success depends on underwriters who can use technology to improve efficiency and drive down costs, and also to guide management risk based decisions across the enterprise. The industry is not investing adequately in attracting, training, and developing the skills required for sustaining...
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