...Course 14 Attendance 14 Academic Load 14 Credit Exemption and Transfer 15 Grading System 16 Academic Standing 17 Deferment, Suspension and Termination 18 2 ACADEMIC GUIDELINES ACADEMIC PROGRAMMES MASTER OF BUSINESS ADMINISTRATION (MBA) 20 21 Introduction MBA Course Structure Programme Specifications and Learning Outcomes 23 Course Synopsis 26 21 DOCTOR OF BUSINESS ADMINISTRATION (DBA) Programme Specifications and Learning Outcomes DBA Course Structure 38 41 OTHER INFORMATION REFERENCES UTM IBS Postgraduate Student Society (PGSS) 42 43 3 ACADEMIC GUIDELINES OVERVIEW / BACKGROUND OF UTM The main campus of Universiti Teknologi Malaysia (UTM) is located in a strategic area of 1,177 hectares in the Iskandar Development Region, Johor.UTM has another campus known as the UTM Kuala Lumpur, Jalan Semarak with an area of 18 hectares. The history of UTM began in 1904 as a Treacher Techical School and was later upgraded to a Technical School in 1906. In 1942 the Technical School was upgraded to a TechicalCollege located at High Street (now known as Jalan Bandar) before moving to Jalan Gurney (now known as Jalan Semarak). In 1972 the Technical College became the National Institute of Technology (ITK). On 1 April 1975, it became a university known as Universiti Teknologi Malaysia. PHILOSOPHY OF UTM...
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...The Calleeta Corporation Case Study As Calleeta Corporation’s CEO, Jan is facing multiple business issues while trying to expand the business globally. While trying to be the leader in RFID products, there are business issues that Calleeta must address. Three key business issues include lack of support from board members/shareholders, increasing employee costs, and protests against Calleeta’s offshore facilities due to the growing concern of working conditions. First, board members and investors are not supporting Jan or her proposal due to a poor return on investment. Board members are concerned about the rapid increase of employee cost the company is incurring. Calletta is incurring a 12% cost increase annually compared to an industry average of just 4% (Kavanagh & Thite, 2009). There will continue to be a lack of support if Jan is unable to increase the company’s revenue and return on investment. Another key business issue is board members demanding that Jan seek ways to decrease employee cost before approving any future plans. Employee cost consists of things such as recruiting cost, income, training, and benefits. As a result, Jan is forced to choose between HR Vice-President John Nosmas practices or the board, both who affect her maneuvering power for future plans. John Nosmas defends his practice of paying higher wages along with providing expensive benefit programs because he believes in hiring the best employees. He feels that these practices help with recruitment...
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... Financial Services Healthcare LBOs and Special Situations Investment Sectors Industrial Technology, Media and Telecommunications Energy Consumer and Retail Real Estate Warburg Pincus is a global leader in the industry it helped create: Private equity. With more than 40 years of experience, our track record of continuous and successful investing is unmatched by any other private equity firm. Striving to create sustainable value in partnership with superior management teams, we work with companies to formulate strategy, conceptualize and implement creative financing structures, recruit talented executives and draw on best practices from the firm’s portfolio companies. We take a different approach to investing, beginning with a thorough evaluation of macroeconomic and industry fundamentals. Private equity at Warburg Pincus means investing at all stages of a company’s life-cycle: From founding start-ups and fostering growth in developing companies to leading complex recapitalizations or large-scale buyouts of more mature businesses. This growth-oriented philosophy is incorporated across 3 2 2 Our Philosophy each of our investment sectors. At the heart of our approach is an emphasis on building businesses that withstand the toughest test: Time. With an investment horizon of five to seven years, we take an unusually long-term perspective. Matched with our size and scope of funds under management, this approach enables the firm to provide...
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...Re g Big toda ister yf Sa o vin r gs ! Business Enabling • Strategic Innovation • Capability Building FIVE WAYS TO REGISTER +971 4 335 2437 +971 4 335 2438 register@iirme.com IIR Holdings Ltd. P.O Box 21743, Dubai, UAE Business Enabling • Strategic Innovation • Capability Building www.hrsummitexpo.com AY2001 Tuesday 20 November 2012 Wednesday 21 November 2012 Thursday 22 November 2012 DAVE ULRICH NEW AND EXCLUSIVE FOR 2012 Full Day Masterclass C Full Day Masterclass D A Day With The World’s Most Influential Person in HR FOR THE FIRST TIME LEARNING SESSIONS FOR YOU AND YOUR COLLEAGUES TO ATTEND! Bring your entire HR Team to the show as this year’s event features two expertled operational Forums, and over 15 Open Seminars and HR Clinics – learning is guaranteed for everyone. Super Sunday 18 November 2012 Monday 19 November 2012 Dave Ulrich Guru Day HR Excellence Awards** HR Clinics (Open Seminars)* HR Summit (Main) Learning & Development Forum HR Clinics (Open Seminars)* HR Summit (Main) Recruitment & Talent Acquisition Forum* HR Clinics (Open Seminars)* Full Day Masterclass A Full Day Masterclass B GROUP DISCOUNTS AVAILABLE CALL: +971 4 335 2483 E-MAIL: a.watts@iirme.com An Interactive Day with Dave Ulrich – Hear directly from the world’s most influential person in HR. Not to be missed! A Reinvented Programme – The agenda is constructed around the 6 pillars that make HR successful and effective An Unrivalled...
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...TALENT ACQUISITION HINDUJA GLOBAL SOLUTION Page 1 GURU NANAK DEV ENGINEERING COLLEGE, BIDAR A STUDY ON TALENT ACQUISITION Submitted by- N.PALLAVI USN-3GN13MBA20 Submitted to- VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELGAUM In partial fulfillment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION UNDER THE GUIDANCE OF INTERNAL GUIDE EXTERNAL GUIDE Prof. KALYANRAO MR.NIKHIL SHESAPPA Dept. of MBA Senior manager HGS Department of MBA Guru Nanak Dev Engineering College, Bidar July 2015 TALENT ACQUISITION HINDUJA GLOBAL SOLUTION GURU NANAK DEV ENGINEERING COLLEGE, BIDAR “A Study on Talent acquisition” ON PROJECT REPORT ON Submitted By N.Pallavi MBA IV SEMESTER USN-3GN13MBA20 Page 2 TALENT ACQUISITION HINDUJA GLOBAL...
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...59643_CH02_5289.qxd 2 Understanding Healthcare Management The prior chapter addressed growth in the health services industry and opportunities for healthcare managers. By now the reader should appreciate that formal preparation in healthcare management can pay big dividends in terms of exciting management jobs and positions with excellent career advancement. But just what do healthcare managers do? And what are their roles and responsibilities? Healthcare management is the profession that provides leadership and direction to organizations that deliver personal health services, and to divisions, departments, units, or services within those organizations. This chapter gives a comprehensive overview of healthcare management as a profession. Understanding the roles, responsibilities, and functions carried out by healthcare managers is important for those individuals considering the field to make informed decisions about the “fit.” This chapter provides a discussion of key management roles, responsibilities, and functions, as well as management positions at different levels within healthcare organizations. In addition, descriptions of supervisory level, mid-level, and senior management positions within different organizations are provided. 17 © Jones and Bartlett Publishers, LLC. NOT FOR SALE OR DISTRIBUTION. 59643_CH02_5289.qxd 18 5/4/09 C HAPTER 2 10:39 AM Page 18 U NDERSTANDING H EALTHCARE M ANAGEMENT THE NEED FOR MANAGEMENT AND THEIR PERSPECTIVE Healthcare organizations are complex...
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...extended customer reach I have analyzed the company and the industry, and have chosen the best strategy to expand customer reach, and increase sales revenue. My analysis chosen will consist of a three-year implementation plan that will bolster sales revenue and expand the company’s customer base. Herman Miller Inc. internal environment brings to light the following strengths and weaknesses, threats, and opportunities. Strengths The $1.3 billion manufacturer of office furniture is known for its distinctive innovation skills and management methods. The following list of strengths elaborates on the company’s distinguishing capabilities. Innovative products and processes – Herman Miller has led the industry with many ground-breaking developments, such as the first open-plan modular office system, the first seating configuration scientifically based on ergonomic principles, and cradle-to-cradle environmentally friendly product construction. Organizational culture and value system –...
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...Business Strategy of Sandoz Bangladesh Term Paper on Business Strategy of Sandoz Bangladesh Submitted to Professor A K M Saiful Majid Course Instructor, Business Strategy (W650) Submitted by M Nakibur Rahman, Batch: 43D, Roll# 55 Wazedur Rahman, Batch: 46D, Roll# 143 Institute of Business Administration University of Dhaka 13 June 2013 Dr. A K M Saiful Majid Professor Institute of Business Administration University of Dhaka Dear Sir: We are pleased to submit our term paper on “Business Strategy of Sandoz Bangladesh” as per your kind guidance and instructions to fulfill the course requirements. Working for the paper had been of great learning experience for us. This project gave us the opportunity to analyze a real life sector that we could relate with the theoretical issues studied in the Business Strategy course. We are open to your queries and feedback regarding this report. Yours truly, Mohammad Nakibur Rahman Roll: 55, Batch: 43D Wazedur Rahman Roll: 143, Batch: 46D i Table of Contents Executive Summary ....................................................................... iii 1. Introduction ............................................................................. 1 1.1 1.2 Objective ................................................................................................................................. 1 Scope .............................................................................................................
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...financial uncertainty, it is important for businesses to have a clear idea of what stability involves for their company. One concept that more and more businesses are exploring is one of taking their business to a global level. Using an international strategy is not for every company, but with the availability of the Internet it is becoming easier to take your business to that next level. Global expansion may enable a firm to earn greater returns by transferring the product offerings derived from its core competencies to markets where indigenous competitors lack those product offerings and competencies. One of the global expansion strategies is merger and acquisition. Five waves of mergers and acquisitions took place in the 20th century, with the last two occurring in the 1980s and 1990s. In 2010, corporate merger and acquisition (M&A) activity made a huge comeback. Most of the M&A activity involved North American companies, but activity has also increased around the world, and in various market sectors / industries. M&A activity significantly increased during the second half of 2010 especially for large sized (multi-billion dollar) takeovers. Late July,...
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...HUMAN RESOURCES HR STRATEGY THAT SUPPORTS YOUR BUSINESS GOALS MMC provides strategic staffing services through dedicated staffing partnerships and workforce management solutions. Our enterprise approach focuses on uncovering what drives your resource needs so that we can provide the staff, training, support resources and expertise to help you accomplish your business goals. As a tier one staffing partner for large integrators for over 15 years, MMC knows what it takes to build a world-class HR organization. We work closely with your HR team to help make your workforce more flexible and responsive to your company’s needs. AREAS OF EXPERTISE 401(k) Administration Compensation Benefits Employee & Labor Relations HR Administration HRIS HR Management Organizational Development Talent Acquisition & Recruiting Training & Development INDUSTRIES SERVED Financial Services Healthcare Information Technology Insurance Public Sector Retail Telecommunications Transportation Realize the Benefits of a World-Class HR Organization • Leverage 15+ years of experience and best practices with tier one staffing partners • Greater quality resources, trained and ready to work • More flexibility to manage your workforce HUMAN RESOURCES SERVICES Work-Ready HR Professionals Whether your HR team needs help with unanticipated increases or decreases in staffing needs, MMC can quickly provide experienced HR professionals to build project teams or assist with transition planning and separation...
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...Johnson & JohnsonSubmitted to:Submitted by: Date: 31st December, 2014 | | | | | | | | Index Particulars | Pg.Nos. | Introduction(about co., credo, history, subsidiary holdings, product) | 03 | Strategic framework | | Environmental analysis(PESTEL,Porter,SWOT,competitor, value chain) | | Business level strategy | | Corporate level strategy | | Strategic acquisitions | | Corporate governance | | References | 12 | Introduction Johnson & Johnson is an American multinational pharmaceutical, medical devices, and consumer packaged goods manufacturer founded in 1886. It is headquartered in New Brunswick, New Jersey and being listed among the Fortune 500. The corporation includes some 250 subsidiary companies with operations in over 57 countries and products sold in over 175 countries. Johnson & Johnson and its subsidiaries (the Company) have approximately 128,100 employees worldwide engaged in the research and development, manufacture and sale of a broad range of products in the health care field. The Company conducts business in virtually all countries of the world with the primary focus on products related to human health and well-being. Our Credo: Credo,a deeply held set of values that have served as the strategic and moral compass for generations of Johnson & Johnson leaders. * We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services...
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...can be adapted to the specific supply chain requirements of any industry or application. Figure 4 and 5 SCOR model include: • Rapid assessment of supply chain performance • Clear identification of performance gaps • Efficient supply chain network redesign and optimization • Enhanced operational control from standard core processes • Streamlined management reporting and organizational structure • Alignment of supply chain team skills with strategic objectives • A detailed game plan for launching new businesses and products • Systematic supply chain mergers that capture projected savings The SCOR model helps refine strategy, define structure (including human capital), manage processes, and measure performance. Organizations that have applied SCOR to help with supply chain problem solving, process improvement, process redesign, or business process engineering, have demonstrated that SCOR is an effective enabler for aligning an organization’s portfolio of improvement projects with strategic goals and objectives. the SCOR model is to build a superior supply chain that is integrated with the overall organizational strategy. Aided by common supply chain definitions, metrics, and strategies, the...
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...Personal Development Plan By Nidhi Shukla | Carlow University EXECUTIVE SUMMARY Combining business school education, professional/personal development training, and self-education along with life experiences has directed me toward beginning a career as a business analyst and later on being an entrepreneur. I have been taking classes and exploring various business opportunities as well. I am an MBA student at Carlow University. I have masters in Physics and English from India and during the course of my graduation, and have also studied various art mediums to explore creative talents. I have decided to combine those strengths and interests into my career path. Now that graduation is closer it is time to formulate and begin executing a plan for the next 5 to 10 years of my life. INTRODUCTION During my education and my career as a high school teacher, I have learnt that leadership is a critical management skill and an ability to motivate a group of people toward a common goal. These items help to develop a person’s skills as a leader. Personal Development Planning is useful in this regard as it is a structured and supported process undertaken by an individual to reflect upon their own learning, performance and/or achievement and to plan for their personal, educational and career development. The benefits of PDP are numerous. PDP processes are designed to improve the capacity of individuals to understand what and how they are learning, and to review, plan and take responsibility...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm Integrating leadership development and succession planning best practices Kevin S. Groves College of Business and Economics, California State University, Los Angeles, California, USA Abstract Purpose – Organizations often fail to utilize managerial personnel effectively for leadership development and succession planning systems, and many execute these critical practices through separate human resource functions that shift the responsibility for leadership development away from line managers. The purpose of this article is to present a best practices model for optimal development of the leadership pipeline and a series of practical recommendations for organizations. Design/methodology/approach – A group of 30 CEOs and human resource executives across 15 best practice organizations were asked via semi-structured interviews to describe the content and delivery of their respective organizations’ leadership development and succession planning practices. Findings – Analysis of interview data indicated that best practice organizations effectively integrate leadership development and succession planning systems by fully utilizing managerial personnel in developing the organization’s mentor network, identifying and codifying high potential employees, developing high potentials via project-based learning experiences and manager-facilitated workshops, establishing a flexible...
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...University July 2009 Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to critically analyse the corporate strategy of GE during the period from 1981 to present under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The essay is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to present with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. 1. The Jack Welch period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems and processes but also in GE’s products and services through their simple and highly functional designs. Welch’s corporate strategy...
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