...well-being of workers in all occupations; * the prevention among workers of adverse effects on health caused by their working conditions; * the protection of workers in their employment from risks resulting from factors adverse to health; * the placing and maintenance of workers in an occupational environment adapted to physical and mental needs; * the adaptation of work to humans. In other words, Health and Safety encompasses the social, mental and physical well-being of workers, that is the “whole person”. Successful occupational health and safety practice requires the collaboration and participation of both employers and workers in health and safety programmes, and involves the consideration of issues relating to occupational medicine, industrial hygiene, toxicology, education, engineering safety, ergonomics, psychology, etc. Occupational health issues are often given less attention than occupational safety issues because the former are generally more difficult to confront. However, when health is addressed, so is safety, because a healthy workplace is by definition also a safe work place.The important point is that issues of both health and safety must be addressed in every workplace. Importance of Health and Safety Work plays a central role in people's lives, since most workers spend at least eight hours a day in the workplace, whether it is on a plantation, in an office, factory, etc. Therefore, work environments should be safe and healthy. Yet this is not...
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...CHAPTER 4.0 REVIEW OF LITERATURE 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 Quality – Has Many Definitions Evolution of Quality What Quality Gurus Have Said The Concept of Total Quality Management The Business Processes and Quality Vendor Quality Human Aspects of Quality World Class Manufacturing Bibliography Foot Notes 89 CHAPTER 4.0 REVIEW OF LITERATURE 4.1 QUALITY – HAS MANY DEFINITIONS: It is true that Quality has a number of definitions. 4.1.1 Oxford Advanced Learner‟s Dictionary72 defines Quality as “The standard of something when it is compared to other things like it” This would mean that a process of comparison occurs in the mind of a customer before the quality is judged and decision made. Customers usually compare products or services with their past experience or the experience of their friends or family members before a judgment is made. This is normally how a common man looks at quality issue. 4.1.2 The Oxford dictionary also defines quality as “How good or bad something is” 4.1.3 The other definition and which is very short and common is “Quality is customer satisfaction”. This is defined by J. M. Juran 55 and adopted by ISO – 840271. This definition has a vast spectrum of “Quality” definition as each and every customer has his or her own perception of quality and therefore wide variation in the level of satisfaction. All the latest techniques of Quality Management are designed to take care of this aspect of satisfying every customer for the product or service...
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...____________________________________________________________________ PROGRAMME HANDBOOK ____________________________________________________________________ ____________________________________________________________________ POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT ____________________________________________________________________ ____________________________________________________________________ JANUARY 2016 INTAKE ____________________________________________________________________ Copyright© 2016 THE MANAGEMENT COLLEGE OF SOUTHERN AFRICA All rights reserved, no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher 1 MANCOSA: POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT TABLE OF CONTENTS 1. WELCOME 1.1 MESSAGE FROM THE PRINCIPAL 1.2 MESSAGE FROM THE OFFICE OF THE DEAN 3 4 INTRODUCTION TO MANCOSA 2.1 BRIEF HISTORY OF MANCOSA 2.2 PROGRAMME OFFERINGS 2.3 ACADEMIC MANAGEMENT 4 5 5 3. THE MANCOSA VISION 6 4. THE MANCOSA MISSION 6 5. POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT PROGRAMME STRUCTURE 5.1 OVERALL PROGRAMME OBJECTIVES 5.2 PROGRAMME FOCUS 5.3 MODULE DESCRIPTIONS 2. 6. PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 6.2 FINANCE 6.2.1 FEE PAYMENT 6.2.2 PAYMENT OF FEES AND OTHER DUES 6.2.3 PAYMENT PLANS 6.2.4 ADDITIONAL FEES/CHARGES 6.2.5 REGISTRATION SPECIFIC/INCOMPLETE MODULES ...
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...MCS0021 GM’s Saturn Story: Integrated Strategy for Communication and Brand Building “Untill 1989, Americans thought of Saturn, when they thought of it at all, as the sixth planet from the sun. After 1989, Saturn the planet was preempted by Saturn the brand, a new shape of matter that signaled the comeback of a renovated universe called Detroit.” – Lynn B. Upshaw, Author, Building Brand Identity: A Strategy for Success in a Hostile Marketplace Genesis of Saturn On a wintry day in Detroit, the CEO of General Motors (GM), Roger B. Smith (Smith) was about to make an announcement. Since he had taken over in 1981, ‘the cherubic chairman’ 1 of GM had already brought about big changes in reorganising GM’s lumbering organisation structure. He had invested in robotics, space satellites and data-processing for which he had bought over entire companies such as Ross Perot’s Electronic Data Systems and Hughes Aircraft Company when he could have just contracted their services. On January 8th 1985, Smith was unveiling Saturn, GM’s first new brand in 70 years. It was to be a lot more than just another car brand. At that time, Smith was famously quoted as stating, “Saturn is the key to GM’s long term competitiveness, survival and success as a domestic producer.”2 As an independent subsidiary that relied on innovative technology and was managed by the workers and management in a joint decision making format, its mission was to “develop and produce an American made small car that will be...
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...In this introductory chapter the rationale for and philosophy behind Images of Strategy are outlined. We argue that the conventional twentieth-century history of management and strategy leads us to unquestioningly assume that organizations are, for all people at all times, triangular hierarchies; that strategy is enacted by ‘the men at the top’, and that it is about longterm planning, directing, organizing and controlling. At a philosophical level, we deconstruct this history before reconstructing an alternative vision – one based on a broader ‘pre-modern’ heritage. Here, organization could take many forms and strategy could, correspondingly, be many things and be seen through many images. At a practical level, we use the analogy of how people are oriented and animated by maps to argue that this broader heritage simply reinstates a more pragmatic view of how everyday people use many different frameworks in developing strategy in complex environments over time. 1 Images of Strategy STEPHEN CUMMINGS AND DAVID WILSON The young lieutenant of a Hungarian detachment in the Alps sent a reconnaissance unit into the icy wilderness. It began to snow immediately, and unexpectedly continued to snow for two days. The unit did not return. The lieutenant feared that he had dispatched his own people to death. However, on the third day the unit came back. Where had they been? How had they made their way? ‘Yes,’ they said: ‘We considered ourselves lost and waited for the end. We did...
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...EXECUTIVE SUMMERY This report provides an overview of different types of work-life balance initiatives that have been developed by in the financial institutions of Bangladesh. Governments are increasingly committed to reducing the social, health and business costs of work-life conflict. Several countries have adopted individual pieces of legislation or policies that address some aspect of work-life balance. These initiatives are not necessarily part of a comprehensive program or policy approach to achieve work-life balance, but these measures could be seen as one way to improve an employee's balance between work and other responsibilities. This report shows that there is not likely to be any "one size fits all" answer to work-life balance issues. A variety of approaches are available to support work-life balance, ranging from promotional programs that emphasize the importance of balance and provide support to employers to reduce the business costs associated with work-life conflict, to legislation that supports parents with care giving responsibilities. It is clear that improving work-life balance is an important component of the policy agenda for many industrial countries, and the issue is likely to become even more important in the future. BACKGROUND The first Work-Life Balance Survey (WLB1) was conducted by the Department for Education and Employment in 2000 to assess the extent to which employers operated work life balance practices; to see whether employees felt...
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...The Impact of HR Focused TQM Practices on Employee Satisfaction & Loyalty in the Financial Sector of Pakistan Burhan Nawaz Butt, Aamir Daraz, Nauman Imtiaz, Junaid Jameel, Ali Raza, Zunair Akram, Tauqeer Ahmad, Farhat Abbas, Israr Khan Niazi, Javeria Mehmood, Irum Naz Department of Management Sciences, Mohammad Ali Jinnah University, Islamabad, Pakistan Abstract: Introduction: * Research Objectives: * Financial Sector of Pakistan: Literature Review: * TQM and its Importance: It has been argued that the use of TQM practices has a synergistic impact on organizational performance (Schonberger, 1986; Cobb, 1993). Some studies have found that the use of TQM practices reduces manufacturing process variance, eliminates reworks and scraps, and improves quality performance (see Daniel and Reitsperger (1991), Flynn et al. (1995) and Schmenner and Cook (1985). In addition, there is considerable anecdotal evidence (Crosby, 1984; Hayes and Wheelwright, 1984; Gerwin, 1987; Harmon and Peterson, 1990) on the extent to which TQM initiatives enhance the potential for firms to improve their performance. More recently, empirical evidence suggests that there are direct and indirect relationships between the adoption of TQM practices and firms’ performance levels (Hendricks and Singhal, 2001; Kaynak, 2003). Fortune 1000 companies surveyed indicated that firms achieved greatest success when they pursued both TQM and employment involvement simultaneously. Kevin...
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...69TH ANNUAL REPORT 2013-14 04 WHAT’S INSIDE CORPORATE OVERVIEW STATUTORY REPORTS 02 Corporate Information 44 Notice 03 Mission, Vision and Values 53 Directors’ Report 04 Chairman’s Message 69 Management Discussion & Analysis 08 Board of Directors 104 Corporate Governance 12 Tata Motors at a Glance 14 Major Launches during the Year 125 Secretarial Audit Report Chairman’s Message 16 Presence across Markets To ensure long-term competitiveness of Tata Motors, the company also took several steps under the Horizonext strategy. FINANCIAL STATEMENTS 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 14 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors Standalone Financial Statements 126 Independent Auditors’ Report 130 Balance Sheet 131 Statement of Profit and Loss 132 Cash Flow Statement 134 Notes to Accounts 30 Awards and Accolades 32 Financial Performance Our products represent the Horizonext philosophy with best-in-class offerings. 170 Independent Auditors’ Report 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) Major Launches during the Year Consolidated Financial Statements 172 Balance Sheet 38 Summarised Balance Sheet and Statement of Profit and Loss (Standalone) 40 Funds Flow - Last Five Years 41 Financial Statistics 173 Statement of Profit...
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...69TH ANNUAL REPORT 2013-14 04 WHAT’S INSIDE CORPORATE OVERVIEW 02 Corporate Information 03 Mission, Vision and Values 04 Chairman’s Message 08 Board of Directors 12 Tata Motors at a Glance 14 Major Launches during the Year 16 Presence across Markets 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors 30 Awards and Accolades 32 Financial Performance 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated) STATUTORY REPORTS 44 Notice 53 Directors’ Report 69 Management Discussion & Analysis 104 Corporate Governance 125 Secretarial Audit Report Chairman’s Message To ensure long-term competitiveness of Tata Motors, the company also took several steps under the Horizonext strategy. FINANCIAL STATEMENTS Standalone Financial Statements 126 Independent Auditors’ Report 130 Balance Sheet 131 Statement of Profit and Loss 132 Cash Flow Statement 134 Notes to Accounts Consolidated Financial Statements 170 Independent Auditors’ Report 172 Balance Sheet 173 Statement of Profit and Loss 174 Cash Flow Statement 176 Notes to Accounts Subsidiary Companies 207 Financial Highlights 210 Listed Securities issued by Subsidiary Companies during FY 2013-14 14 Major Launches during the Year Our products represent the Horizonext philosophy with best-in-class offerings. 38 Summarised Balance Sheet and Statement of Profit and...
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...Department SafeWork Programme on Safety and Health at Work and the Environment The global impact of e-waste: Addressing the challenge The global impact of e-waste: Addressing the challenge Karin Lundgren SafeWork and SECTOR International Labour Organization Geneva 2012 Copyright © International Labour Organization 2012 First published 2012 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Permissions), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: pubdroit@ilo.org. The International Labour Office welcomes such applications. Libraries, institutions and other users registered with reproduction rights organizations may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. Lundgren, Karin The global impact of e-waste: addressing the challenge / Karin Lundgren; International Labour Office, Programme on Safety and Health at Work and the Environment (SafeWork), Sectoral Activities Department (SECTOR). – Geneva: ILO, 2012 ISBN 978-92-2-126897-0 (print) ISBN 978-92-2-126898-7 (web pdf) International Labour Office; Programme on Safety and Health...
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...CONTENTS CORPORATE OVERVIEW (1-31) Board of Directors Senior Management Corporate Information Chairman’s Statement Designed to Deliver Product Range Global Presence Milestones Winners From Tata Motors Customer Satisfaction Green Mobility Human Resources Corporate Social Responsibility FINANCIAL HIGHLIGHTS (32-45) Pace in Performance Summarised Balance Sheet and Statement of Profit and Loss (Standalone & Consolidated) Fund Flow Statement Subsidiary Companies: Financial Highlights Financial Statistics STATUTORY REPORTS (46-122) Notice Directors’ Report Management Discussion and Analysis Report on Corporate Governance Awards and Achievements FINANCIALS Standalone Financials (123-168) Auditors’ Report Balance Sheet Profit and Loss Statement Cash Flow Statement Notes to Accounts Consolidated Financials (169-206) Auditors’ Report Balance Sheet Profit and Loss Statement Cash Flow Statement Notes to Accounts Attendance Slip and Proxy Form ANNUAL GENERAL MEETING Date: Friday, August 10, 2012 Time: 3.00 p.m. Venue: Birla Matushri Sabhagar, 19, Sir Vithaldas Thackersey Marg, Mumbai 400 020. 2 6 7 8 12 14 16 18 20 22 24 26 28 Tata Motors began operations in 1945. Since that time, we have remained committed to our values and our stakeholders. We have maintained a consistent focus on strengthening our organisation, and expanding our presence. Today, through our subsidiaries and associate companies, we already operate in the UK, South Korea, Thailand, Spain and South Africa. Our forays...
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...SAGE COURSE COMPANIONS K N O W L E D G E A N D S K I L L S for S U C C E S S Operations Management Andrew Greasley © Andrew Greasley 2008 First published 2008 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Oliver’s Yard 55 City Road London EC1Y 1SP SAGE Publications Inc. 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Asia-Pacific Pte Ltd 33 Pekin Street #02-01 Far East Square Singapore 048763 Library of Congress Control Number: 2006939578 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 978-1-4129-1882-4 ISBN 978-1-4129-1883-1 (pbk) Typeset by C&M Digitals (P) Ltd, Chennai, India Printed in Great Britain by The Cromwell Press, Trowbridge, Wiltshire Printed on paper from sustainable resources contents Part One Part Two 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10...
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...AARHUS SCHOOL OF BUSINESS University of Aarhus MASTER THESIS Challenges in Lean implementation Successful transformation towards Lean enterprise Ana Valentinova Kovacheva Supervisor: Ana Luiza Lara De Araújo MSc in Strategy, Organization and Leadership January 2010, Aarhus 2 Abstract The paper is based on a systematic literature review that examines how the implementation of Lean could bring value to the organization processes and contribute for achieving an operational excellence. Different organizational factors which have importance in the implementation process, are thoroughly examined. Key success factors that enhance the implementation process are identified - human resource practices, management style, organizational strategic vision, organizational culture, external partnerships. The research outlines the challenges that companies experience when they change their business model towards implementing a new to the company management system – Lean concept. For better understanding of the term the paper suggests definitions from the authors acknowledged in the field. Part of the research considers some critical points that impede the implementation of Lean. The conclusions are drawn upon considering lean as a complete business system, which change the way organization thinks in striving for a competitive advantage. Keywords: lean implementation, lean enterprise, Lean, challenges, process improvement 3 Table of Contents: Introduction...
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...Unit - 1 : Introduction to Human Resource Management Structure of Unit: 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 Objectives Introduction Opening Case What is Human Resource Management? Nature of HRM Scope of HRM Objectives of HRM Functions of HRM Role of HRM HRM in the New Millennium Summary Self Assessment Questions Reference Books 1.0 Objectives After studying this unit, you will be able to: 1.1 Understand the basic concepts of human resource management (HRM). Explain what human resource management is and how it relates to the management process. Provide an overview of functions of HRM. Describe how the major roles of HR management are being transformed. Explain the role of HRM in the present millennium. Introduction Human beings are social beings and hardly ever live and work in isolation. We always plan, develop and manage our relations both consciously and unconsciously. The relations are the outcome of our actions and depend to a great extent upon our ability to manage our actions. From childhood each and every individual acquire knowledge and experience on understanding others and how to behave in each and every situations in life. Later we carry forward this learning and understanding in carrying and managing relations at our workplace. The whole context of Human Resource Management revolves around this core matter of managing relations at work place. Since mid 1980’s Human Resource...
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...Management Information Systems Course Notes Compiled by: Stephen Katoto For: MASINDE MULIRO UNIVERSITY OF SCIENCE & TECHNOLOGY Table of Contents 1.0 The Information Systems Revolution 1 A. Why Information Systems? 1 B. Contemporary approaches to Information Systems 2 C. Other current Trends in Information Technology 4 2.0 The Information systems Revolution 9 A. The New Role of Information Systems in Organization 9 B. Learning to use information systems: New Opportunities with technology 10 3.0 The Strategic Role of Information Systems 14 A. Organizations and Information Systems 14 B. Information systems & Business Strategy 20 4.0 Information Systems, Organizations and Business Strategy 28 A. Organizations and Information Systems 28 B. How Organization Affect Information Systems 33 C. How Information Systems Impact organizations and Business firms 35 5.0 Information, Management & Decision Making 39 A. Introduction to Decision Making 39 B. Individual Models of Decision Making 42 C. Organizational Models of Decision Making 43 D. The Impact of IT Management Process 44 6.0 Ethics & Social Impact of Information systems 46 A. The Importance of Ethics in Information Systems 46 B. Electronic Networks 46 C. The Moral Dimensions of Information Systems 50 7.0 Computer and Computer Processing 57 A. What is a Computer? 57 B. Systems Approach 58 C. Classification of computers 64 8.0 Information Systems Software 66 ...
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