...Petrosetco Distribution (Samsung’s Exclusive Distributor, Vietnam) June 2009 – Nov 2013 Sales Teamleader In charge of a team of 10 sales reps, and responsible for leading the development and implementation of all marketing programs and strategic sales activities. Also in command of ensuring that the companies and its customer goals are aligned and met. Duties: * Interacting with guests regularly to gain feedback on quality & service effectiveness. * Managing staff levels to ensure that key target marketing areas are always covered. * Advancing the company's strategic positioning with key accounts and strategically important geographies * Maintaining strong and cordial relationships with corporate level sales and marketing managers * Identifying and monitoring the performance of competitors in the market place * Providing excellent customer service to designated accounts * In the field generating sales on a daily basis * Responsible for account budgets, expenditure forecasts, and P&L accounts KEY SKILLS AND COMPETENCIES Sales & Marketing * Identifying profitable new alternative distribution points. * Managing complex online advertising campaigns for large direct clients. * Good knowledge of Microsoft Office Software including Word, Excel and Outlook. * Using market knowledge to influence...
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...focus on core functions and the provision of effective and efficient support system. It is also meant to maximize co-ordination at the Deputy Governors management level to ensure that workflow is not hindered considering the leverage of some processes when the Bank is fully automated. A major plank of the restructuring and reengineering exercise will be the automation of most of the Bank’s processes using the latest state of the art technology to enhance the Bank’s performance in the ardous task of managing the nation’s economy The new structure ensures that more than two Deputy Governors are involved in the conduct of the core functions of the Bank, as well as the compatibility of functions and the strategic direction for the Bank. The various functions were grouped as follows: n Deliver services to customers (Operations) n Supervise the financial system and monitor implementation of policy (Financial Services and Surveillance) n Provide support in administering the organization (Corporate Services) n To provide framework for the organization and assure its future. (Policy) The new structure is made up of the following: - Office of the Governor, Chief Joseph Sanusi; Deputy Governor, Corporate Services, Mr. Oluwole Oduyemi; Deputy Governor, Financial Services Surveillance, Dr.Shamsuddeen Usman; Deputy Governor, Policy, Mr. Ernest Ebi and Deputy Governor, Operations, Alh Mahey Rasheed Five...
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...Linda Bolante had been employed with the sheriff’s office for approximately 13 years. Her position according to documents and institutional knowledge was the chief financial officer. Her title can be argued that she holds the position of director within the organization. This is important, as Florida State Statute 2000-482/House Bill 1799 gives protection from termination from the sheriff to the status of a director if the person is a sworn law enforcement officer. Bolante was not a sworn law enforcement officer. The above statute is further applicable during a transition from one sheriff to the newly elected sheriff. Bolante’s departure was approximately 17 months after the sheriff took office. Bolante was also not terminated, but in her complaint, forced to retire in lieu of termination. This I believe complicates the status of her whistle-blower argument. The Florida Whistleblower statute (F.S.S. 112.3187 94)) states that an employer cannot dismiss, discipline, or take any other adverse reaction against an employee for disclosing the above described violations. Her complaint (Bolante v. Manfre, 2014) creatively uses the term “constructively terminated” (pg.4). I would question her status as a whistleblower and wonder if she truly was not terminated for other reasons. According to the current Chief of Staff, Jeff Hoffman (personal communication, October 27, 2015), the former chief of staff was becoming frustrated with Bolante’s work performance and was keeping notes...
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...Introduction Nepal Rastra Bank (NRB), the Central Bank of Nepal, was established in 1956 under the Nepal Rastra Bank Act, 1955, to discharge the central banking responsibilities including guiding the development of the embryonic domestic financial sector. Since inception, there has been a significant growth in both the number and the activities of the domestic financial institutions. To reflect this dynamic environment, the functions and objectives of the Bank have been recast by the new NRB Act of 2002, the preamble of which lays down the primary functions of the Bank as: * to formulate necessary monetary and foreign exchange policies to maintain the stability in price and consolidate the balance of payments for sustainable development of the economy of Nepal; * to develop a secure, healthy and efficient system of payments; * to make appropriate supervision of the banking and financial system in order to maintain its stability and foster its healthy development; and * to further enhance the public confidence in Nepal's entire banking and financial system. The Bank is eminently aware that, for the achievement of the above objectives in the present dynamic environment, sustained progress and continued reform of the financial sector is of utmost importance. Continuously aware of this great responsibility, NRB is seriously pursuing various policies, strategies and actions, all of which are conveyed in the annual report on monetary policy. Vision To...
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...CASE STUDY - I PRATHAMESH STEEL (PVT.) LTD. Prathamesh Steel (Pvt.) Ltd. founded 15 years before by Mr. A.M. Bapat was having booming time. At that time, Mr. Bapat, worked both in the office and in the factory and knew his men and they knew him. Production standard were always maintained and labour turnover was practically non-existing. As the business mushroomed, the number of employees has progressively increased. Thus, Mr. Bapat's greetings and conversation with his workers became less frequent. In fact, he had so many things to do, that he could no longer supervise the factory. Thus, he hired another man, Mr. Godse as a plant supervisor. As this time though the number of workers increased to about 500, labour turnover and absenteeism increased along with the labour cases. The only thing that decreased was productivity. In order to meet the situations, Mr. Bapat granted substantial increase in wages which were already high and made some arrangements for increment earnings based on merit rating on seniority. Yet labour turnover and absenteeism continue at a high rate. On investigation, it was found that the new plant supervisor lacked the patience and understanding which is necessary for dealing with the employees. When something was found wrong, he was scolding the employees but no attempt was made to find the case of faulty work. Meanwhile, labour unrest developed. The ,Worker began to complain about working on Saturdays and not having either time or facilities change...
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...Case study: Warbings Office Systems Plc Background Warbings Office Systems is small but rapidly growing company, focusing on delivering and supplying office based products to a target market of small businesses in the U.K. and, increasingly, Europe. As the trend for homeworking continues much of their new business is in supplying office materials to individuals working from home. Currently offering some 18,000 different product lines in store and 39,000 via catalogue ordering, it intends to double its product turnover in the next three years by increasing its web-based ordering capabilities. With the marketing strapline ‘you need it we’ve got it’, Warbings aims to make office supply shopping as easy as possible for customers. Priding itself on being a ‘thoroughly modern company with old traditions,’ Warbings has used technology to evolve into a customer-focused business, striving to give each customer a ‘personal service second to none,’ with a variety of different, but easily accessible, ways of ordering and receiving products tailored to their individual needs. The more cynical of their staff occasionally reflect that the customers even dictate the lavatory breaks and bedtimes of the Warbings’ employees. Graffiti on one of the depot walls, that intriguingly reappears every time it is removed, says ‘you need it we bleed it’ and occasionally ‘Wosp stings’. The Warbings CEO is passionate about delivery and customer care and he is convinced that the way in which...
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...Case study: Warbings Office Systems Plc Background Warbings Office Systems is small but rapidly growing company, focusing on delivering and supplying office based products to a target market of small businesses in the U.K. and, increasingly, Europe. As the trend for homeworking continues much of their new business is in supplying office materials to individuals working from home. Currently offering some 18,000 different product lines in store and 39,000 via catalogue ordering, it intends to double its product turnover in the next three years by increasing its web-based ordering capabilities. With the marketing strapline ‘you need it we’ve got it’, Warbings aims to make office supply shopping as easy as possible for customers. Priding itself on being a ‘thoroughly modern company with old traditions,’ Warbings has used technology to evolve into a customer-focused business, striving to give each customer a ‘personal service second to none,’ with a variety of different, but easily accessible, ways of ordering and receiving products tailored to their individual needs. The more cynical of their staff occasionally reflect that the customers even dictate the lavatory breaks and bedtimes of the Warbings’ employees. Graffiti on one of the depot walls, that intriguingly reappears every time it is removed, says ‘you need it we bleed it’ and occasionally ‘Wosp stings’. The Warbings CEO is passionate about delivery and customer care and he is convinced that the way in which...
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...Documentary films are nonfictional motion pictures created with the intention of documenting a record of an event that occurred. One such film in the documentary category is the “Man in the Middle”. It is an insightful, moving and historically important documentary that tells the story of Ruben Salazar, a journalist for the Los Angeles Times and Spanish language television station KMEX who was killed by a deputy sheriff’s tear gas on August 29, 1970. Produced by filmmaker Phillip Rodriguez, the documentary focuses on Salazar’s struggles against huge odds and at great personal cost to report the harm racism had done to this country. Through a collection of videos, photographs, journal entries and interviews, the documentary explores Salazar’s life with friends and colleagues. Sgt. Tom Wilson of the Los Angeles Sherriff’s Department, who was accused of killing Salazar, also features in the documentary. The film is efficient and enlightening. It is at times a frustrating, primer on Ruben Salazar. Photographs in the film are displayed without corroboration. One important fact a viewer will notice is that though the film is perfectly arranged, it fails to reveal the details that will enable one make judgment regarding the perpetrators of the murder. For instance, the witness who told the police that a man with a gun had gone into the Silver Dollar Café had nothing of substance to say. The film tends to put so much focus on the man whom the police case files indicated that he was...
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...The Los Angeles Fire Department (LAFD) has used some portions of all of the above-mentioned policies to attract candidates. All of the LAFD's newly sworn firefighters are a result of external recruitment. The organization does not currently accept any lateral firefighter candidates from other organizations. A candidate with previous/current firefighting experience must commit to the same process as everyone else. The main attraction to this process stems primarily from promotional opportunities. Everyone on the LAFD, from the Fire Chief down, all started at the same position and rank. All of the organization's promotional opportunities, to date, have been internal. This is oftentimes a very attractive "selling point" for those candidates that are motivated, as it presents a competitive, "the sky is the limit" environment The LAFD has relied more recently on lead-the-market pay strategies. Years past, the emphasis was primarily on the challenges and nobility of the profession. The increased dialogue of pay and benefits has allowed the organization to broaden its pool of candidates. With a starting salary of +60K a year, it allows the organization to recruit competivly with both public and private sector organizations. The LAFD is primarily an union run organization. With the exception of the highest few ranks in the organization, there are due-process policies in effect. This provides a sense of job security to potential candidates, and most candidates that...
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...evaluate Allstate’s goal setting process to determine whether or not Allstate has an effective goal-setting program. After comparing the model for goal setting with the steps that Allstate had put into effect, I believe that they do have a successful goal-setting program already established. Nevertheless, when you are trying to make sure that a business is operating as smoothly and efficiently that it can, there will always be room for improvement. One way they could improve is instead of giving, each manage a twenty-five percent of each manager merit pay, and why not break that down to at least five percent for every employee (Hellriegel. 2010). That way even thought the percentage is lower but all the employees would be getting a reward based on the Diversity Index and QLMS. Everyone in the company, no matter what background that that individual may have, needs to feel like what they do for the company is not taken for granted. Managers at this time are receiving a twenty-five...
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...Corporate managers and shareholders can sometimes find themselves in a conflict of interest. The goal of being a good manager is being able to spot these potential conflicts and to remedy the situation before a serious problem arises. The biggest conflict between managers and shareholders is going to be money. Here is the most common scenario. A corporation is profitable. In fact, the corporation is more profitable than expected. Therefore, the corporation has a cash surplus, if you will. Managers would want this money as a financial bonus and the shareholders would want this money as a stock dividend. What to do? What to do? Mangers will argue that without their leadership and managerial ability, the corporation would not have been as profitable. The shareholders will argue that without their money, the corporation would not have been able to invest in its growth, and therefore, would not have reached that level of prosperity. Who should get the money? Another situation arises when the managers are also shareholders. This may lead a particular manager to push the opposite way of his/her position. For example, if a shareholder manager would get more money from a stock dividend than from a bonus, this shareholder manager might vote in favor of a stock dividend, not because he/she believes that stockholders should be rewarded for their investment, but because it will mean more money for that particular manager. What if only that one manger is a stock holder? Before...
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...3500 2200-75-2800100-3500 2200-75-2800100-3500 1640-60-260075-2900 do 1 Production Manager 1 In charge of Production Plant 21900 2 Asst Manager Production Asst Manager Maintenance Asst Manager Quality Control Jr. Manger (Q.A)- A 4 3 1 4 1 5 1 Supervision of Production Activities 14500 do 14500 do 14500 do 10840 6 Jr. Manger (Q.A)- B 1 MSc (Pharmaceutical 1640-60-2600In charge of Quality Chemistry)/ MSc (Micro Biology) with 2 years 75-2900 Assurance experience in the relevant field. do 10840 7 Jr. Manger (Q.C) 2 B.Pharm with 2 years experience OR Msc. In charge of Quality (Chemistry)with 2 years 1640-60-2600Control 75-2900 experience/ BSc (Chemistry) with 5 to 7 years experience in relevent Field do 10840 STAFF/WORKERS:TECHNICAL 750-40-950-50B.Sc. (Chemistry) with D.Pharm 1200-60-1500Industrial DA Production of Drug and minimum 3 years 70-1990-80based on cost experience in Pharmaceutical Formulations 2390-95-2865- of living Index production 110-3415 630-25-755-30Minimum 10th Standard + ITI in 905-35-1080Production of Drug Fitter/ Machinist Trade with 2 40-1360-45years experience in a Formulations 1585-55-1860Pharmaceutical Company 65-2185 Minimum 10th Standard + ITI in 605-20-705-25Production of Drug Fitter/ Machinist Trade with 1 830-30-950-35Formulations year experience in a 1230-40-1430 Pharmaceutical Company 630-25-755-30Minimum 10th Standard + ITI in 905-35-1080Maintenance...
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...Aim for 1 page – this example cover letter is longer because it includes instructions Ms Karen Medica [Address] [Suburb, State, Post Code] [Mobile] [e-mail] [date] 1 November 2010 [Salutation] [first name] [surname] [Position in Company] [Company name] [Address] [Suburb, State, Post Code] Dear [Mr. or Ms.][Last Name], Re: [job name, reference] Customer Service Officer, Position C542 [Write a brief explanation of your experience in the particular field and interest in the role advertised. This section should be limited to one paragraph only.] [Example only] I am writing to express my interest in your advertisement/ current opening for a [……],and submit my résumé for your review. Having served in sales and operational leadership roles for the past 8 years with continued success in meeting business/operational goals, I can make a valuable contribution to your organisation’s future projects and initiatives. I am aware of your products and familiar with your new line of [show you know something about what the organisation does] and believe that I can assist with increasing sales in the area of [again, show you know what they do]. [Sell yourself. Point out why you would be best for the role. Use examples/or use as a guide your current or most recent position. Provide detailed summary of the role’s key responsibilities and accountabilities]. [Example only]What I bring to this position is a combination of team leadership, strategic planning, and business development skills that...
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...workplace by serving as a good manager of people and their unique skillsets. The psychology of human beings cannot be ignored since people are almost certain to act as their nature dictates. In the article reviewed, “The Psychology of Crowds” by Chuck Csizmar, the author explores how herding mentality can act as a hindrance to a manager looking to set them self apart as a leader. Csizmar’s major point was that if you do not want to simply be part of the herd, as a manger you have to learn how not to be a “yes” man. You should get comfortable breaking the mold, because managers who change this mentality are able to make a real difference. The author starts off the article by discussing how when he was a child during recess the children were herded. Then as an adult in the military, during basic army training, drill sergeants crammed them into “cattle cars” to drive them to the different locations for their training. They would often yell “Moo!” to indicate that they felt like a herd. All of these experiences in the author’s life were part of building camaraderie and a spirit of teamwork with others. You feel as though you belong to something and becomes your comfort zone because of that human need to belong. But on the flip side it also caused groupthink and took away feelings of individuality. As the author stated, “the group focus suppresses the individual personality”. The author then goes on to say that when you transition into that role of a manager, you are now responsible...
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...ACKNOWLEDGEMENT God has its own purpose for all of us. He never plans without a purpose. He never sets a life without a promise. As long as we believe in ourselves and be grateful for all the people who contributed so much in our life. I wish to express my sincerest things and gratitude to those people who have helped me to reap the fruits of my success in the training. Mr. Erwin Camarillo, General Manager of the UNION GALVASTEEL for his undying support. Mr. Proland Mangahas, SNF Engineer of the UNION GALVASTEEL for his encouragement and for sharing us his knowledge about the qualities of a good employee and trainee. Mr. Joseph Savellano, former Senior Accountant of the UNION GALVASTEEL for helping us to do the assigned tasks accurately. Ms. Janette de Asis, Cashier of the UNION GALVASTEEL for guiding and leading us to the right way during difficult times. Ms. Gema Bulao, present Senior Accountant for providing us a copy of the history and other related information needed in the preparation of my terminal report. Mr. Roldan B. Eden, Dean of the College of Information and Computing Studies for teaching us the right manners and conduct of a trainee. Mrs. Riche M. Jose, College Computer Laboratory Assistant for inspiring me to go through and pursue my training despite of the problems that I am facing. Ms. Rosemarie B. Gascon, Elementary Computer Laboratory Assistant for assisting me during my training in the school. Above all, the Father Almighty for without Him nothing...
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