...Developing Yourself as an Effective Human Resources Practitioner. DEP (HR) I am taking this course Within the HR Profession Map there are 2 core areas, 8 professional areas, 10 behaviours and 4 bands which are required to be an effective HR practitioner. This tool has been developed to be applicable to HR professionals around the world. There are 2 core professional areas for all HR professionals no matter where you are in your HR career. The 2 core areas are: • Insights, Strategy and Solutions - This professional area underpins the direction of the profession as an applied business discipline. This area also allows HR Profession, to develop actionable insights and deliver situational HR solutions that stick. • Leading HR – This professional area focuses on HR Professionals that are active and insight-led and are actively leading others who own, shape and driving the organization. They develop the organization across 3 main areas of leadership: Personal leadership, leading others and leading issues. The other 8 professional areas advise HR what we need to do and what they need to know. The 10 behaviours describe how an HR professional should carry out their actives whilst the 4 bands show the contributions a practitioner should be making at every stage of their career. Out of the 8 professional areas I consider Learning and Development to be the most essential to my role within HR. We need Learning and development to move forward as a company and as an HR Professional...
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...Module 1 DEP (HR) Assessment Developing yourself as an Effective HR Practitioner 1. The HRPM The map is a framework of things that you need to do and you need to know in order to be a successful HR professional. The map covers the whole HR profession and every stage of every HR career. The map can be used to define where you want to be, where you already are, how to develop and plan your career path for you and within your organisation’s HR capability. The map is easy to follow and structured and is made up of: * 8 behaviours. * 10 professional areas (of the 10 there are 2 core professional areas). The 10 areas describe what you need to do and what you need to know for each area of the HR profession at four bands of professional competence * 4 bands of professional competence. I have focused on the professional area “Employee Relations” and looked at the activities and knowledge that I feel are most essential to my role. * It is important when dealing with ER that policies and procedures are accurately kept up to date, this includes ensuring that all contractual documents, staff handbook and policies are in line with current legislation. If the information is not in line with legislation this places the organisation at great risk and therefore accurate knowledge and information is very important. I have found that I have gained knowledge through experience in the HR field and I also use other sources to ensure that my knowledge is up to...
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...Summary 1.3 Key area One; Strategy Insights and Solutions 1.4 Key area Two; Leading and managing HR 1.5 Summary of the Eight behaviours 1.6 Resourcing and Talent planning 1) 2) 2.1 Understanding customer’s needs 2.2 Communicating effectively 2.3 Building and maintain effective service 3. References 1.1Introduction I work as a HR administrator at Sphere Group, which operates in the recruitment sector. This report will outline the HR profession map, its two core areas and eight behaviours, before discussing the Professional area of Resourcing and talent planning. Part Two will discuss how an HR practitioner should ensure that the services they provide are timely and effective, commenting on understating the customers’ needs, effective communication methods and how to build and maintain effective service. Part One 1.2 My HR Profession Map summary The HR profession Map (HRPM) is key to helping HR practitioners understand what they are good at, what they can improve on and what they need to do to develop. The map is made up of ten professional areas that HR practitioners are involved in and need to know about, eight behaviours to demonstrate in these professional areas and four bands of professional competence. The ten professional areas are: Strategy, insights and solutions, leading and managing HR, organisation development, resourcing and talent planning, learning and development, performance...
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...Student Name: - Wail Abdelkafi Enrolment number:- CC1493449 |Unit Title |Developing Yourself as an Effective Human Resources or Learning and Development Practitioner | |Unit Code |4DEP | |Level |4 | |Credit value |4 | |Assessment method |Written answers to questions | |Learning outcomes: | |1. Understand the knowledge, skills and behaviours required to be an effective HR practitioner. | |2. Know how to deliver timely and effective HR services to meet users’ needs. | |3. Be able to reflect on own practice and development needs and maintain a plan for personal development. | |All activities should be completed ...
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...society at large. In Africa, business activities have tremendously contributed to the economic growth experience and these has been boosted by internal and external factors. Internally, the emphases on business organization to create domestic business friendly environments, greater business discipline, have formally written values and principles, and open prospect to transact business globally has led to the growth of the African economy. However, the role and impact of business activities also have negative effects on the society which will be discussed and properly elaborated. 1.1. What is business? The term business does not have a specific definition as it has been defined in different ways by various scholars and business practitioners around the world who have related the meaning to how they perceive and see business activities done in their areas of work, lives and daily activities. Generally, the term business refers to an economic activity which is primary organized and directed to manufacture...
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...Journal of Operations Management 30 (2012) 269–281 Contents lists available at SciVerse ScienceDirect Journal of Operations Management journal homepage: www.elsevier.com/locate/jom Customer-facing supply chain practices—The impact of demand and distribution management on supply chain success Daniel Rexhausen a,∗ , Richard Pibernik b,c , Gernot Kaiser d a EBS Business School, Department of Supply Chain Management & Information Systems, Konrad-Adenauer-Ring 15, 65187 Wiesbaden, Germany Julius-Maximilians University Würzburg, Chair of Logistics and Quantitative Methods, Sanderring 2, 97070 Würzburg, Germany c Zaragoza Logistics Center, C/ Bari 55, Edificio Náyade 5, 50197 Zaragoza, Spain d Technical University Darmstadt, Department of Law & Economics, Hochschulstraße 1, 64289 Darmstadt, Germany b a r t i c l e i n f o Article history: Received 13 December 2009 Received in revised form 23 January 2012 Accepted 1 February 2012 Available online 10 February 2012 Keywords: Supply chain performance Supply chain management practices Demand management Distribution management Survey research a b s t r a c t Traditionally, distribution has been viewed as the key (physical) link between a company’s internal supply chain activities and its customers. More recently, demand management has emerged as a new dimension at the customer interface. Although it has become increasing popular in industry, it has not yet been analyzed in depth with respect to...
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...was supposed to bring rigor and relevance into such a slippery domain as database design is. Almost every database textbook treats normalization in a certain extent, usually suggesting that the topic is so clear and consolidated that it does not deserve deeper discussions. But the reality is completely different. After more than three decades, normalization not only has lost much of its interest in the research papers, but also is still looking for practitioners to apply it effectively. Despite the vast amount of database literature, comprehensive books illustrating the application of normalization to effective real-world applications are still waited. This paper reflects the point of 1 view of an Information Systems academic who incidentally has been for almost twenty years a practitioner in developing database applications. It outlines the main weaknesses of normalization and offers some explanations about the failure of a generous framework in becoming the so much needed universal guide for database designers. Practitioners might be interested in finding out (or confirming) some of the normalization misformulations, misinterpretations, inconsistencies and fallacies. Theorists could find useful the presentation of some issues where the normalization theory was proved to be inadequate, not relevant, or source of confusion. Keywords: database design, normalization, functional dependencies, multi-valued dependencies, normal forms INTRODUCTION Something is...
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...menv i n n o va i n f o r m at i o n vi 2008:23 research on women´s entrepreneurshp A presentation of the ten projects funded by the programme Title: Research on Women´s Entrepreneurship - A presentation of the ten projects funded by the programme Series: VINNOVA Information VI 2008:23 ISSN: 1650-3120 Published: December 2008 Publisher: VINNOVA – Verket för Innovationssystem / Swedish Governmental Agency for Innovation System VINNOVA Case No: 2007-02271 About VINNOVA VINNOVA, Swedish Governmental Agency for Innovation Systems. VINNOVA´s mission is to promote sustainable growth by funding needs-driven research and developing effective innovation systems. Through its activities in this field, VINNOVA aims to make a significant contribution to Sweden´s development into a leading centre of economic growth. The VINNOVA Information series includes general publications that describe VINNOVA’s activities as well as specific programme descriptions, project catalogues, annual reports, etc. Research and Innovation for Sustainable Growth. VINNOVA´s publications are published at www.VINNOVA.se I VINNOVAs publikationsserier redovisar bland andra forskare, utredare och analytiker sina projekt. Publiceringen innebär inte att VINNOVA tar ställning till framförda åsikter, slutsatser och resultat. Undantag är publikationsserien VINNOVA Policy som återger VINNOVAs synpunkter och ställningstaganden. VINNOVAs publikationer finns att beställa, läsa och ladda ner via www.VINNOVA.se. Tryckta...
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...Seminar – 7 Chapter 7 Financial Responsibility Centers Financial Result Control System Financial Result Control System results are defined in monetary terms, most commonly in terms of accounting measures such as revenues, costs, profits, and returns. Advantages of Financial Result Control System Financial objectives are paramount in for-profit firms. Financial measures provide a “summary” measure of performance by aggregating the effects of a broad range of operating initiatives across a possibly broad range of markets, products, or activities into a single or a few measures. Most financial measures are relatively precise and objective. The cost of implementing financial result controls is often small relative to that of other forms of management control. Types of financial responsibility centers Investment centers Investment centers are responsibility centers whose managers are held accountable for the accounting returns on the investment made to generate those returns. Profit centers Profit centers are responsibility centers whose managers are held accountable for profit which is a measure of the difference between the revenues generated and the costs of generating those revenues. The goal for not-for-profit organization is to break even, or perhaps even incur limited losses. However, for-profit entities is normally not considered desirable to generate higher profits than those budgeted. Two limited forms: When sales-focused entities are made into...
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...Qklhokn 1 Accounting Theory Paper-8 M. Com. (Final) Directorate of Distance Education Maharshi Dayanand University ROHTAK – 124 001 2 jktuhfr foKku Copyright © 2004, Maharshi Dayanand University, ROHTAK All Rights Reserved. No part of this publication may be reproduced or stored in a retrieval system or transmitted in any form or by any means; electronic, mechanical, photocopying, recording or otherwise, without the written permission of the copyright holder. Maharshi Dayanand University ROHTAK – 124 001 Developed & Produced by EXCEL BOOKS PVT. LTD., A-45 Naraina, Phase 1, New Delhi-110028 Qklhokn 3 Contents Chapter 1 Accounting-An Intoduction Chapter 2 The History and Evolution of Accounting Thoughts 23 Chapter 3 Approaches to Accounting Theory 56 Chapter 4 Accounting Postulates, Concepts and Principles 88 Chapter 5 Income Concepts 107 Chapter 6 Revenues, Expenses, Gains and Losses 139 Chapter 7 Valuation of Assets 158 Chapter 8 Liabilities and Equity 177 Chapter 9 Depreciation Accounting and Policy 192 Chapter 10 Inventories and their Valuation 238 Chapter 11 Financial Reporting 277 Chapter 12 Specific Issues in Corporate Reporting 302 Chapter 13 Harmonization of Financial Reporting 323 Chapter 14 Accounting for Price Level Changes 339 Chapter 15 Human Resource Accounting 397 Chapter 16 Financial Engineering:...
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...Corporate Bonds: Background Bonds may be registered (bondholder’s name is kept in a file) or held as bearer bonds (anyone possessing the bond may sell it or collect interest payments and face value). Each bond round of sales is called a “series.” So the company’s Series M bond issue might have occurred in 2003; and its Series N issue might have taken place in 2005. It might be that the total amount the company raised in its Series M equaled $600 million; and the amount raised (borrowed) in its Series N was $900 million. Each bond series has its own indenture (legal document stating the requirements, definitions and consequences of default). Moreover, all of the bonds issued from a series, say Series P, have bond certificates (like a stock certificate) which specifies the company (bond issuer) name, the bond face value (par value), the coupon rate (interest rate), the dates that interest will be paid, and the maturity date (when $1,000 is paid). Corporate Bonds: Interest Payments Corporate bonds might have a) fixed interest rate payments (“CoCo”, b) no interest rate payments (“NoNo”), or 3) floating-rate payments (“floaters”). The interest rate on a bond is stated as its “coupon rate.” If the company is issuing bonds that have a coupon rate of 6%; that means that the company is promising to make semiannual interest payments to the bondholder of $30 (every 6 months) until maturity—and they will pay the bondholder the face amount of $1,000 upon maturity. Most corporate...
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...More Praise for the Second Edition of Beyond Change Management “Once again, Dean and Linda have nailed it! Beyond Change Management is an extraordinary book examining the shifts in change management that have occurred over the years. This book offers real, practical solutions for change practitioners to become extraordinary conscious change leaders.” —Darlene Meister, director, Unified Change Management, United States House of Representatives “Entering the offices recently of a highly respected Fortune 500 company, I was stunned by the enormity of change they were facing and at the same time how ill-equipped they were to deal with the challenges that lay ahead of them. They had little capacity to lead and manage the change required. And, of course, consulting firms were swarming all over them. Th ey needed this book by the Andersons to help them. In fact, Chapter Five alone on building organizational capability is worth the price of the book.” —W. Warner Burke, Ph.D., Edward Lee Thorndike Professor of Psychology and Education; chair, Department of Organization and Leadership; program coordinator, Graduate Programs in Social-Organizational Psychology, Teachers College, Columbia University “Beyond Change Management is a must-read for today’s C-Suite executives and those who lead organizational change. Change is a fact of life in all successful businesses. Based on this breakthrough construct, we now view our approach to transformational change as a strategic advantage. It is a way...
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...PARTNERSHIP AND SUBCHAPTER S TAX OUTLINE SPRING 2009 VICE PRESIDENT, ASSOCIATE DEAN, AND PROFESSOR BRUCE A. MCGOVERN Stephen A. Lind et al, Fundamentals of Partnership Taxation: Cases and Materials (8th ed. 2008) Selected Federal Taxation Statutes and Regulations (Daniel J. Lathrope ed., 2009 ed. 2008) Laura E. Cunningham & Noël B. Cunningham, The Logic of Subchapter K: A Conceptual Guide to the Taxation of Partnerships (3d ed. 2006) PART 1: AN OVERVIEW OF THE TAXATION OF PARTNERSHIPS AND PARTNERS 3 I. Introduction to Subchapter K 3 II. Tax Classification of Business Enterprises 3 a. In General 3 b. Corporations and Partnerships 3 i. “Check-the-Box” Regulations 3 ii. Existence of a Separate Entity for Federal Tax Purposes 4 iii. Publicly Traded Partnerships 6 c. Trusts 6 d. Tax Policy Considerations 6 III. Introduction to Choice of Business Entity 7 PART 2: FORMATION OF A PARTNERSHIP 8 I. Contributions of Property 8 a. General Rules 8 b. Introduction to Partnership Accounting 11 II. Treatment of Liabilities: The Basics 15 a. Impact of Liabilities on Partner’s Outside Basis 15 b. Contributions of Encumbered Property 16 III. Contributions of Services 23 a. Introduction 23 b. Receipt of Capital Interest for Services 24 c. Receipt of a Profits Interest for Services 30 i. Current Law 30 ii. Proposed Regulations 31 IV. Organization and Syndication Expenses 32 PART 3: OPERATIONS...
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...The Critical Security Controls for Effective Cyber Defense Version 5.0 1 Introduction ..................................................................................................................................................................... 3 CSC 1: Inventory of Authorized and Unauthorized Devices ............................................................................ 8 CSC 2: Inventory of Authorized and Unauthorized Software ....................................................................... 14 CSC 3: Secure Configurations for Hardware and Software on Mobile Devices, Laptops, Workstations, and Servers ....................................................................................................................................... 19 CSC 4: Continuous Vulnerability Assessment and Remediation ................................................................. 27 CSC 5: Malware Defenses .......................................................................................................................................... 33 CSC 6: Application Software...
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...N.K.Minda Group of Industries HRM Policy Manual Copy No. : Revision No. : 04 Effective Date : 01.04.2006 Next Review Date : 01.04.2007 FOREWARD This manual intends to keep employees abreast with the HRM policies and practices. Though the attempt has been made to cover and elaborate all possible factors, however, it is not conclusion. This Manual supersedes all earlier amendments or changes communicated from time to time. Any amendment or new thing that may arise from time to time shall be processed and communicated to all concerned for additions / deletions. Broadly, all are expected to follow this strictly and exceptional circumstances demanding any deviation may be taken up with appropriate authority, supported by due justification. ********** INDEX |S.No. |Policy Name |Policy No. |Page No. | |1 |Amendment Record |-- |5 | |2 |Distribution List |-- |6 | |3 |Mission |-- |7 | |4 |Vision |-- |8 | |5 ...
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