...Chapter One: Introductory Part 1.0 Introduction to Report I have done my major in human resource management from University of Information Technology & Sciences (UITS). There I have completed four years of the theoretical part of the graduation. Now the rest of the practical part I have completed by my honorable academic supervisor. For that reason I have prepared this report on Shanghai JJS Garment Accessory Company’s HR department. This practical part will be evaluated the basis of my practical experience and submitted to my supervisor. The topic of the report is “HRM Practices in Shanghai JJS Garment Accessory Mfg. Co. Ltd. As a part of my internship program for my BBA I got the opportunity to do internship in a garments manufacturing company named Shanghai JJS Garment Accessory Mfg. Co. Ltd. My internship period started from 10th February 2015, and ended at 10th may 2015. In Shanghai JJS Garment Accessory Mfg. Co. Ltd I was assigned in the Human Resource department. My project topics covered the aspects of the HR department and the various issues related to it in respect to the company. The topic was approved by my university supervisor Ayesha Binte Safiullah (lecturer of University of Information Technology & Sciences (UITS). 1.2 Background of the Study It is a great opportunity to learn about the corporate culture during the internship as an Assistant Manager of Shanghai JJS Garment Accessory Mfg. Co. Ltd. I got a chance to prepare my internship report on...
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...CCS, FAHIMA Copyright ©2006 by the American Health Information Management Association. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, photocopying, recording, or otherwise, without the prior written permission of the publisher. ISBN 1-58426-070-X AHIMA Product No. AB202006 Ken Zielske, Director of Publications Susan Hull, MPH, RHIA, CCS, CCS-P, Technical Reviewer Marcia Loellbach, MS, Project Editor Elizabeth Lund, Assistant Editor Melissa Ulbricht, Editorial/Production Coordinator All information contained within this book, including Web sites and regulatory information, was current and valid as of the date of publication. However, Web page addresses and the information on them may change or disappear at any time and for any number of reasons. The user is encouraged to perform his or her own general Web searches to locate any site addresses listed here that are no longer valid. AHIMA strives to recognize the value of people from every racial and ethnic background as well as all genders, age groups, and sexual orientations by building its membership and leadership resources to reflect the rich diversity of the American population. AHIMA encourages the celebration and promotion of human diversity through education, mentoring, recognition, leadership, and other programs. American Health Information Management Association 233 North Michigan Avenue, Suite 2150 Chicago, Illinois...
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...554–556 Estimating demand for products 632–638, 649–650, 764–771, 965 Subway token hoarding 792 FINANCE AND ACCOUNTING Collecting on delinquent credit accounts 14–16 Cost projections 29–33 Finding a breakeven point 33–41 Calculating NPV 57–62 Calculating NPV for production capacity decision 58–62 Portfolio management 173–178, 345–346, 387–394, 442–444, 689–691 Pension fund management 178–182 Financial planning 210–214, 676–681, 734–735 Arbitrage opportunities in oil pricing 215–219 Currency trading 220 Capital budgeting 290–295 Estimating stock betas 396–401 Hedging risk with put options 407–408 Stock hedging 407–408 Asset management 409–410 New product development 503–504, 574, 673–676, 715–722 Bidding for a government contract 513–518, 523–533, 653–657 Investing with risk aversion 557–560 Land purchasing decision 575 Risk analysis 582–583 Liquidity risk management 651–653 Estimating warranty costs 657–661 Retirement planning 681–685 Modeling stock prices 685–686 Pricing options 686–689, 691–693 Investing for college 732 Bond investment 733 HUMAN RESOURCES AND HEALTH CARE Fighting HIV/AIDS 23–24 DEA in the hospital industry 184–189 Salesforce allocation problems 454–456 Assigning MBA students to teams 462 Selecting a job 484–492 Selecting a health care plan 519–521 Drug testing for athletes 535–538, 539–542 MARKETING Determining an advertising schedule 133–141, 373–376, 465–471, 480–483 Estimating an advertising response...
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...CHLOROPHYLL RESTAURANT BUSINESS PLAN a Table of Contents Executive Summary…………..……………………………………….…….. Company Profile……………..……………………………………………… Marketing Plan……………………………………….……………………... Marketing Objectives……………………………………………………. Marketing Mix…………………………………………………………… Target Market Segmentation…………………………………………….. Competitor Analysis……………………………………………………... SWOT Analysis…………………………………………………….. Five Forces Analysis………………………………………………... Marketing Strategy……………………………………………………….. Advertising Method…………………………………………………. Promotional Campaign……………………………………………… E-Commerce……………………………………………………………... Management Plan………….………………………………………………... 1 2 4 4 4 4 5 5 6 7 7 8 8 10 Organization Chart……………………………………………………….. 10 Management Summary…………………………………………………... 10 Hiring Positions…………………….……………………………….. 11 Three-year Personal plan………………………………………………… 12 Facilities and Utilities……………………………………………………. 13 Value Chain Management………………………………………………... 13 Total Quality Management………………………………………………. 15 Government Regulations………………………………………………… Protection of Intellectual Property Rights……………………………….. Financial Assumption……………………………………………………. 16 16 17 Financial Plan………………..………………………………………………. 17 Financial Statements……………………………………………………... 18 Financial Ratios……………………………………………………... 18 Capital Budgeting…………………………………………………… 19 Income Statement…………………………………………………… 20 Balance Sheet……………………………………………………….. 21 CHLOROPHYLL RESTAURANT BUSINESS PLAN b Statement of Cash Flow…………………………………………….. Financing...
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...Subject: Successful Princeton Applicant Through all of my accomplishments and disappointments, I have always been especially proud of the dedication and fervor I possess for my personal beliefs and values. Unfortunately, it has often been difficult for me to remain outwardly firm and confident in a town where most people think alike and reject exceptions. Whenever I have expressed my position as a pro-life advocate, peers have badgered, accused, and ridiculed me for simply believing in something that they scorn. Despite all the pressure, I never waive red from my belief, yet I became frustrated and began to lose the courage to publicly express my opinion on this controversial topic. To gain some insight and reassurance for myself, I attended the New Jersey Right to Life Convention in the spring of 1995. This experience uplifted me and offered great inspiration and enlightenment. At the convention I received an overwhelming amount of support and encouragement from wonderful people who advocate the very principles I believe in. This convention was so inspiring that the next day in school I was able to relate my experience to one of my biggest opponents on the subject. Also, the abundant information available at the convention enabled me to defend my position on abortion more effectively. Attending this convention accomplished two things. It proved my commitment to my belief, in that I took the initiative to strengthen and support my opinion, refusing to give up or lose heart. Unlike...
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...Bhopal disaster Co o r din at es: 2 3 °1 6 ′ 5 1 ″ N 7 7 °2 4 ′ 3 8 ″ E From Wikipedia, the free encyclopedia The Bhopal dis as te r (commonly referred to as Bhopal gas trage dy) was a gas leak incident in India, considered one of the world's worst industrial catastrophes.[1] It occurred on the night of December 2–3, 1984 at the Union Carbide India Limited (UCIL) pesticide plant in Bhopal, Madhya Pradesh, India. A leak of methyl isocyanate gas and other chemicals from the plant resulted in the exposure of hundreds of thousands of people. The toxic substance made its way in and around the shantytowns located near the plant.[2] Estimates vary on the death toll. The official immediate death toll was 2,259 and the government of Madhya Pradesh has confirmed a total of 3,787 deaths related to the gas release.[3] Others estimate 3,000 died within weeks and another 8,000 have since died from gas- related diseases.[4][5] A government affidavit in 2006 stated the leak caused 558,125 injuries including 38,478 temporary partial and approximately 3,900 severely and permanently disabling injuries.[6] UCIL was the Indian subsidiary of Union Carbide Corporation (UCC), with Indian Government controlled banks and the Indian public holding a 49.1 percent stake. In 1994, the Supreme Court of India allowed UCC to sell its 50.9 percent share. Union Carbide sold UCIL, the Bhopal plant operator, to Eveready Industries India Limited in 1994. The Bhopal plant was later sold to McLeod...
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...THE IMAPCT OF PRODUCT LIFE CYCLE ON STRATEGIC ORIENTATION OF A ENTREPRISE Mohammad N. Shahidi, KIMEP, Almaty, Kazakhstan ABSTRCT The impact of product life cycle (PLC) on strategic orientation (SO) in dynamic environment, which is a subject that has interested strategic management scholars, is the focus of this proposal. The literature reviewed shows that despite the worldwide research on strategic management, there is still not a single definition for such a term. As a result, a wide range of conceptual frameworks exists for the formulation and implementation of strategies. There is no consensus on the factors among the scholars that affect strategic orientation of a enterprise. The consideration is mostly towards market/costumer satisfaction, technology, competition, with the enterprise’s capabilities affecting the most. Some of the scholars emphasize management issues and strategic thinking. Others such as Porter, focus on typology and resource bases. However, few scholars focus on the impact of product life cycle on strategic orientation. The attempt in this paper is to show that not only does the PLC orient strategy of an enterprise faster and straight forward than any other factors, but it also takes all other factors into account. The main question is “how product life cycle affects the strategic orientation of a enterprise”. This study began by defining strategic orientation, product life cycle, and their analysis. The study is focused on how the product...
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...Governance − − − − Corporate Governance Business Resilience Group Security Group Risk and Audit 2 4 4 9 10 11 13 15 19 22 31 38 45 49 56 57 Stakeholder Engagement Financial Safety and Health Customer People Environment Procurement Community Measures Glossary The Group Strategy, supported by environment, procurement and community strategies, underpins the identification and reporting on material items. To support the Group’s core goal of delivering sustainable returns to shareholders, areas of focus are used to measure, monitor and report on the Group’s performance. Areas of focus and measures are reviewed and updated to ensure that they remain relevant. The Group Strategy drives sustainable outcomes Governance Corporate governance is core to ensuring the creation, protection and enhancement of shareholder value. Stakeholders We are committed to communicating effectively with our stakeholders. Financial Safety and Health To be recognised as the world’s leading airline group in air, ground and people safety and health. Customers Our Customers are the core of everything we do. The Group is continually striving towards providing exceptional customer experiences. Vision We strive to build a strong viable business capable of delivering sustainable returns to shareholders. Focus Qantas Sustainability Review 2013 » Long-term Profitability » Prudent Investment » Disciplined Capital Management » Financial Risk Management » Safety is our First Priority...
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...31 31 REVIEW OF LITERATURE This chapter attempts to review different literatures on customer satisfaction with reference to hotel industry and presents various studies made regarding the issues related with hotel industry and customer satisfaction. Customer – De finitions Paul S. Goldner (2006) 1 Grigoroudis, E and Siskos, Y (2009) defines, “...a customer is any organization or individual with which you have done business over the past twelve months”. 2 “Customer means the party to which the goods are to be supplied or service rendered by the supplier”. provide definition for ‘customer’ upon two approaches: With refe rence to loyalty, “A customer is the person that assesses the quality of the offered products and services” and on process oriented approach, “the customer is the person or group that receives the work output” (p.9). 3 Customer Satisfaction – Definitions Satisfaction has been broadly defined by Vavra, T.G. (1997) as a satisfactory post - purchase experience with a product or service given an existing purchase expectation. 4 Howard and Sheth (1969) 5 According to Westbrook and Reilly (1983) define satisfaction as, “The buyer’s cognitive state of being adequately or inadequately rewarded for the sacrifices he has undergone” (p.145). 6 , customer satisfaction is “an emotional response to the experiences provided by, associated with particular 32 products or services purchased, retail outlets, or even molar patterns...
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...membership has declined in many countries. There are a number of reasons for this. First, structural changes in labour markets, involving a decline in the share of manufacturing in total employment and increase in the share of services, eroded the traditional membership base of trade unions. In some regions, the dramatic decline in public sector employment as a result of structural adjustment and privatization had a detrimental effect on union membership. Second, legal reforms introduced in some countries prohibited compulsory unionisation (closed shops) and encouraged individual contracts. Third, the increase in international competition as a result of globalization undermined the bargaining power of trade unions and strengthened the hand of management. Finally, the growth of non-standard forms of employment, for example part-time or fixed-term contracts put a brake on union Trade union membership has declined in many countries. Collective bargaining is a key means for improving wages and conditions of work and for regulating employment relations. Integration into global markets has intensified competition. In response, enterprises sought to be more flexible by introducing new forms of work organization and changing their employment practices. These changes present important challenges for collective bargaining. Collective bargaining practices and structures needed to adapt to remain responsive. This paper examines some broad trends and issues in specific regions. Susan Hayter...
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...CONTENTS Page Number 1. Package of Personality Development 1 2. Leadership 4 3. Interpersonal Relations 7 4. Communication in organizations 9 5. Stress Management 13 6. Group Dynamics and Team Building 15 7. Conflict Management 18 8. Performance Appraisal 21 9. Time Management 24 10. Motivation 27 Package of Personality Development Aim The training module is aimed at the promotion of the strategies for the personality development of the participants. The rationale behind this endeavor is the recognition of the multifaceted influence of the personality of the employees upon organisational effectiveness. Objectives The objective...
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...The Role and Measurement of Quality in Competition Analysis 2013 The OECD Competition Committee discussed the role and measurement of quality in competition analysis in June 2013. This document contains an executive summary of that debate and the documents from the meeting: an analytical note by the OECD staff and written submissions: Australia, Canada, Chile, the European Union, Indonesia, Japan, Mexico, Portugal, United Kingdom, Ukraine, United States and BIAC. A note by Theodore Voorhees Jr. as well as a detailed summary of the discussion are also included. Competition policy is just as concerned with quality as it is with prices. While the importance of quality is undisputed and issues about quality are mentioned pervasively in competition agency guidelines and court decisions, there is no widely-agreed framework for analysing it which often renders its treatment superficial. There are a number of reasons why in practice, courts and competition authorities rarely analyse quality effects as rigorously as they analyse price effects. First, quality is a subjective concept and therefore much harder to define and measure than prices. In addition, microeconomic theory offers little help in predicting how changes in the level of competition in a market will affect quality and it is usually up to empirical analysis to determine how quality will change in response to varying degrees of competition in the context of particular markets. Given difficulties in terms of the evaluation...
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...volumes are produced at minimum costs; v When combined with the performance evaluation and reward systems, create incentives for managers to maximize firm value; v Support the financial accounting and tax accounting reporting functions; v Contribute more to firm value than it costs. Economic Darwinism (strong organizations will survive) Two caveats must be raised concerning too strict an application of economic Darwinism: v Some surviving operating procedures can be neutral mutations. Just because a system survives does not mean that its benefits exceed its costs. Benefits less costs might be close to zero. v Just because a given system survives does not mean it is optimal. A better system might exist but has not yet been discovered. Management accountant’s role in the organization We cannot stress the importance of the internal control system too much. The most basic conflicts of interest between employees and owners is theft. To reduce the likelihood of embezzlement, firms...
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...historical sites, festivals, indigenous arts and crafts, cuisine, myths and legends, as well as folklores and oral history. These resource-assets represent the country's heritage that is reflective of the region's identity. Promotions of socio-cultural resources for tourism purposes will require an extensive and meticulous evaluation because of the possible "over-exposures" that these cultural assets will have to withstand. Socio-cultural evaluation identifies the tourism potentials of these resource-assets with relevance to the environmental and cultural settings of the host communities. It also identifies the existing and perceived impacts of tourism to these socio-cultural assets and to devise appropriate mitigative measures and management plans to protect and better enhance cultural heritage for tourism development. The need to promote the cultural heritage of the Central Luzon region in the tourism industry should be balanced with the need to preserve and conserve the sociocultural integrity of these resources. The implications of tourism to the cultural heritage of the region must be evaluated so that appropriate measures to protect its integrity are put in place. Proper application of tourism may be one of the best restraints to the depletion and degradation of the region's cultural resources. These are ethical considerations in the socio-cultural aspects of tourism that should be taken into account in the promotion...
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...Robert Johnston Stuart Chambers Christine Harland Alan Harrison Nigel Slack Cases in Operations Management third edition Cases in Operations Management We work with leading authors to develop the strongest educational materials in operations management, bringing cutting-edge thinking and best learning practice to a global market. Under a range of well-known imprints, including Financial Times Prentice Hall, we craft high quality print and electronic publications which help readers to understand and apply their content, whether studying or at work. To find out more about the complete range of our publishing, please visit us on the World Wide Web at: www.pearsoneduc.com THIRD EDITION Cases in Operations Management Robert Johnston Warwick Business School, University of Warwick Stuart Chambers Warwick Business School, University of Warwick Christine Harland School of Management, University of Bath Alan Harrison Cranfield School of Management, Cranfield University Nigel Slack Warwick Business School, University of Warwick Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE United Kingdom and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published 1993 Second published 1997 Third Edition 2003 © Robert Johnston, Stuart Chambers, Christine Harland, Alan Harrison and Nigel Slack 1993, 2003 The rights of Robert Johnston, Stuart Chambers, Christine Harland, Alan Harrison...
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