...1.0 INTRODUCTION 1.1 TITLE A Critical Appraisal of the Motivational Practices employed within the NLS environment. 1.2 Organizational Background The NLS organization can be considered a large statutory authority that provides information services within the context of education. 1.2.1 Problem Definition Several factors currently affect the NLS employee at the individual level that impact on his or her performance as a service provider. Motivation is as crucial to NLS employees as to any other. There is an inherent problem of low motivation among the staff of the NLS that is reflected in below average employee productivity, high rates of absenteeism and turnover, low morale and an unwillingness to give extra effort. Thus, it is important to understand the fundamental needs and desires of NLS employees which can be manipulated and stimulated to achieve positive motivation. As argued by Almer, Higgs and Hooks (2005), there are factors other than pay that motivate individuals to work in organisations. 1.2.2 Research Question To what extent do motivational strategies affect organisational efficiency at the NLS and what approaches can be undertaken to improve them in the future. 1.3 Methodology This paper will attempt to identify key factors of motivation for NLS employees and proffer an explanation of how to adequately motivate them to contribute an optimal effort to the organisation’s objectives. This will be accomplished by the use of secondary data, academic...
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...A COMPARISON BETWEEN ISLAMIC AND TRADITIONAL BANKS: PRE AND POST THE 2008 FINANCIAL CRISIS Mohamed Hashem Rashwan1 The British University in Egypt ABSTRACT This study tests the efficiency and profitability of banks that belongs to two different sectors: a) Islamic Banks (IBs) and b) Traditional Banks (TBs). The study concentrates on the pre and post 2008 financial crisis with an aim to test if there are any significant differences in performance between the two sectors. The study applies the MANOVA techniques to analyze the financial secondary data for only publicly traded banks in the same region. The findings of the study show that there is a significant difference between the two sectors in 2007 and 2009 and there are no significant differences in 2008, which indicates the effect of the crisis on both sectors. IBs outperform TBs in 2007 and TBs outperform IBs in 2009. This result indicates the spread of the crisis to the real economy where IBs usually operate. INTRODUCTION Forty years ago Islamic Finance was virtually an unknown system; interestingly it has expanded to become a distinctive and fast growing segment of the International Financials markets. With a growth rate that ranges from 15% to 20% (EL- Qoroshy 2005). Islamic Finance in general and Islamic banking in specific become main players in the financial world. According to the IMF survey (2010) the total capital managed under Islamic Finance systems was estimated to be $820 billion at the end of 2008. More than...
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... S U se O nl y C la s s of 09 Principles of Management Control Systems 20 Fo rI B ICFAI Center for Management Research Road # 3, Banjara Hills, Hyderabad – 500 034 S U se O nl y C la s s of 09 The Institute of Chartered Financial Analysts of India, January 2006. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic, mechanical, photocopying or otherwise – without prior permission in writing from Institute of Chartered Financial Analysts of India. Fo ISBN 81-7881-995-3 Ref. No. PMCS/A 01 2K6 31 For any clarification regarding this book, the students may please write to ICFAI giving the above reference number, and page number. While every possible care has been taken in preparing this book, ICFAI welcomes suggestions from students for improvement in future editions. rI B S U se O nl y C la s s of 20 09 Contents PART I: AN OVERVIEW OF MANAGEMENT CONTROL SYSTEMS Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Introduction to Management Control Systems Approaches to Management Control Systems Designing Management Control Systems Key Success Variables as Control Indicators Organizing for Adaptive Control Autonomy and Responsibility Transfer Pricing 3 15 28 42 57 71 87 PART II: MANAGEMENT CONTROL ENVIRONMENT Chapter 8 Chapter...
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...by other faculty in the College as part of our AACSB assessment program. List each question and provide your narrative below it. Keep in mind that some of the questions may require outside material and references. Make sure you provide correct citations to that material. Use 12 point font, normal 1.15 inch margins, and 1.5 line spacing for your paper. Length of paper will vary with the detail of your answers but it should be at least 8-10 pages. Instead of being designed as a management decision-making exercise, this case places you in the position of environmentalists as you decide what course of action to initiate evaluating both ethical and economic issues. Harvard Business Review Summary: In July 2009, Vale NL began building a $2.17 billion nickel refinery in Long Harbour, Newfoundland and Labrador. The refinery would bring economic prosperity by creating 1,600 to 2,000 jobs during construction and 400 to 500 permanent jobs in an area of high unemployment. The project's environmental assessment process began 2006 and the company had successfully completed the required environmental impact statements for the government. A major environmental issue was the disposal of tailings from the refinery, and the approved solution was to store them in a natural lake known as Sandy Pond. Members of several environmental NGOs had opposed the use of the lake as a...
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... S U se O nl y C la s s of 09 Principles of Management Control Systems 20 Fo rI B ICFAI Center for Management Research Road # 3, Banjara Hills, Hyderabad – 500 034 S U se O nl y C la s s of 09 The Institute of Chartered Financial Analysts of India, January 2006. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic, mechanical, photocopying or otherwise – without prior permission in writing from Institute of Chartered Financial Analysts of India. Fo ISBN 81-7881-995-3 Ref. No. PMCS/A 01 2K6 31 For any clarification regarding this book, the students may please write to ICFAI giving the above reference number, and page number. While every possible care has been taken in preparing this book, ICFAI welcomes suggestions from students for improvement in future editions. rI B S U se O nl y C la s s of 20 09 Contents PART I: AN OVERVIEW OF MANAGEMENT CONTROL SYSTEMS Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Introduction to Management Control Systems Approaches to Management Control Systems Designing Management Control Systems Key Success Variables as Control Indicators Organizing for Adaptive Control Autonomy and Responsibility Transfer Pricing 3 15 28 42 57 71 87 PART II: MANAGEMENT CONTROL ENVIRONMENT Chapter 8 Chapter...
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...Students: Annika Heus Sejin Park Lieke van Nunen Amelie Schuster Irene Stratermans Marketing plan “La Trappe” Marketing plan “La Trappe” Table of content Chapter 1 Executive summary 4 Chapter 2 Introduction 6 Chapter 3 Organization information 7 Chapter 4 Country for export 8 4.1 Introduction 8 4.2 Numbers of China 8 4.3 Consumer trends 8 4.4 Target population 9 4.5 Different kinds of beers 10 4.6 Conclusion 11 Chapter 5 Internal analyses, 7-S model 12 5.1 Introduction 12 5.2 Structure 12 5.3 Systems 14 5.4 Strategy 14 5.5 Staff 15 5.6 Style 15 5.7 Shared values 15 5.8 Skills 16 5.9 Conclusion 16 Chapter 6 External analyses 17 6.1 Introduction 17 6.2 DESTEP analysis 17 6.3 Demographic 18 6.4 Economic 18 6.5 Social 19 6.6 Technological 19 6.7 Ecological 20 6.8 Political 20 6.9 Conclusion 21 Chapter 7 International competitiveness analysis 22 7.1 Introduction 22 7.2 Porter’s five forces 22 7.3 Conclusion 26 7.4 Dimensions of Porter 27 7.5 Conclusion 29 Chapter 8 SWOT and Confrontation matrix 30 8.1 Introduction 30 8.2 SWOT analysis 30 8.3 Strengths 31 8.4 Weaknesses 32 8.5 Opportunities 33 8.6 Threats 34 8.7 Conclusion 35 8.8 Confrontation matrix 36 8.9 Conclusion 38 Chapter 9 International segmentation market 39 9.1 Introduction 39 9.2 Development of segmentation 39 9.3 Conclusion 41 Chapter 10 Entry and export mode 42 10.1 Introduction 42 10.2 Entry mode 42 10.3 Export mode 43 10.4 Conclusion 43 Chapter...
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...National and International Approaches in Social Reporting Author(s): Franz Rothenbacher Reviewed work(s): Source: Social Indicators Research, Vol. 29, No. 1 (May, 1993), pp. 1-62 Published by: Springer Stable URL: http://www.jstor.org/stable/27522680 . Accessed: 25/11/2011 03:27 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Springer is collaborating with JSTOR to digitize, preserve and extend access to Social Indicators Research. http://www.jstor.org FRANZ ROTHENBACHER NATIONAL AND INTERNATIONAL APPROACHES IN SOCIAL REPORTING* (Accepted 27 October, 1992) ABSTRACT. National and international in social in western approaches reporting are described. starts with The the outline of current in activities paper Europe are discussed. international The national Further organizations. competing approaches and products of social reporting; the plurality of actors in social topics are the sources and different The only diffusion of ways of its institutionalization. reporting, incomplete inWestern social are offered...
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...Downloaded from UvA-DARE, the institutional repository of the University of Amsterdam (UvA) http://hdl.handle.net/11245/2.57876 File ID uvapub:57876 Filename WP11.pdf Version unknown SOURCE (OR PART OF THE FOLLOWING SOURCE): Type report Title Tax evasion and the source of income : an experimental study in Albania and the Netherlands Author(s) K. Gërxhani, A. Schram Faculty UvA: Universiteitsbibliotheek Year 2003 FULL BIBLIOGRAPHIC DETAILS: http://hdl.handle.net/11245/1.427430 Copyright It is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content licence (like Creative Commons). UvA-DARE is a service provided by the library of the University of Amsterdam (http://dare.uva.nl) (pagedate: 2014-11-27)TAX EVASION AND THE SOURCE OF INCOME: AN EXPERIMENTAL STUDY IN ALBANIA AND THE NETHERLANDS AIAS Working Paper 03/11 May 2003 Dr. Klarita Gërxhani AMSTERDAM INSTITUTE FOR Prof. Dr. Arthur Schram ADVANCED LABOUR STUDIES Universiteit van Amsterdam © Klarita Gërxhani Amsterdam, May 2003 This paper can be downloaded at www.uva-aias.net/files/aias/WP11.pdf Amsterdam Institute for Advanced Labour Studies Tax Evasion and the Source of Income: An Experimental Study in Albania and the Netherlands 5 Tax Evasion and the Source of Income: An Experimental Study in Albania and the Netherlands∗ ...
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...Assessment Support Pack SCQF level 8 02 fro .7 5. 66 .1 34 International Purchasing and Supply — H2X3 35 80 www.sqa.org.uk © Scottish Qualifications Authority 2013 SQ A Published by the Scottish Qualifications Authority The Optima Building, 58 Robertson Street, Glasgow, G2 8DQ Lowden, 24 Wester Shawfair, Dalkeith, Midlothian, EH22 1FD C hi na Fi le The information in this publication may be reproduced to support SQA qualifications. This publication must not be reproduced for commercial or trade purposes. This material is for use by teaching staff only. do w nl oa de d Publication date: April 2013 Publication code: H2X3 35/ASP001 by ce nt re _3 00 54 m on 10 /1 0/ 20 14 08 :4 0 Introduction This Assessment Support Pack incorporates assessment templates for both Higher National and National Qualifications (other than CfE) and can be used in a variety of ways including, for example: to generate evidence which demonstrates that learners have achieved all Outcomes and Knowledge and/or Skills for the Unit as exemplification of the standard of performance expected of learners achieving the Unit, ie as a benchmark to help centres develop an appropriate assessment for the Unit to give teachers/lecturers/assessors new ideas as a staff development tool Security and confidentiality The information in this publication may be reproduced in support of SQA qualifications. Where the publication...
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...FLUE GAS DESULFURIZATION: COST AND FUNCTIONAL ANALYSIS OF LARGE SCALE PROVEN PLANTS by Mr. Jean Tilly ,..Sc. Thesis, Chemical Engineering Dept. Massachusetts Institute of Technology, Cambridge, MA 02139 and Energy Laboratory Report No. MIT-EL 33-006 June 1983 - 01110 1, *II 111114111E10, 11 I ,1I IEY9 1 1 1,iiiii1mlonl -2- FLUE GAS DESULFURIZATION: COST AND FUNCTIONAL ANALYSIS OF LARGE - SCALE AND PROVEN PLANTS by Jean Tilly Submitted to the Department of Chemical Engineering on May 6, 1983 in partial fullfillment of the requirements for the degree of Master of Science in Technology and Policy ABSTRACT Flue Gas Desulfurization is a method of controlling the emission of sulfurs, which causes the acid rain. The following study is based on 26 utilities which burn coal, have a generating capacity of at least 50 Megawatts (MW) and whose Flue Gas Desulfurization devices have been operating for at least 5 years. An analysis is made of the capital and annual costs of these systems using a comparison of four main processes: lime, limestone, dual alkali and sodium carbonate scrubbing. The functional analysis, based on operability, allows a readjustment of the annual costs and a determination of the main reasons for failure. Finally four detailed case studies are analyzed and show the evolution of cost and operability along the years. Thesis Supervisor: Dr. Dan Golomb Title: Visiting Scientist -3- ACKNOWLEDGEMENT a I would like to express...
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...Assessment Support Pack SCQF level 8 02 fro .7 5. 66 .1 34 International Purchasing and Supply — H2X3 35 80 www.sqa.org.uk © Scottish Qualifications Authority 2013 SQ A Published by the Scottish Qualifications Authority The Optima Building, 58 Robertson Street, Glasgow, G2 8DQ Lowden, 24 Wester Shawfair, Dalkeith, Midlothian, EH22 1FD C hi na Fi le The information in this publication may be reproduced to support SQA qualifications. This publication must not be reproduced for commercial or trade purposes. This material is for use by teaching staff only. do w nl oa de d Publication date: April 2013 Publication code: H2X3 35/ASP001 by ce nt re _3 00 54 m on 10 /1 0/ 20 14 08 :4 0 Introduction This Assessment Support Pack incorporates assessment templates for both Higher National and National Qualifications (other than CfE) and can be used in a variety of ways including, for example: to generate evidence which demonstrates that learners have achieved all Outcomes and Knowledge and/or Skills for the Unit as exemplification of the standard of performance expected of learners achieving the Unit, ie as a benchmark to help centres develop an appropriate assessment for the Unit to give teachers/lecturers/assessors new ideas as a staff development tool Security and confidentiality The information in this publication may be reproduced in support of SQA qualifications. Where the publication...
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...International Business Environment IBMS 2011 H&M Brazil Brazil Module 4 International Business Environment Fryslân International Consultancy Group Authors: Docent: Meinard Fransen Foreword This document contains an economical business report on the subject of the possibility of H&M expanding to the Brazilian market. Is the Brazilian market a suitable and lucrative market to expand to? It is issued by Stenden University of Applied Sciences, for the module “International Business Environment” within the International Business and Management study program, as a module assignment. After dividing the workload within the first couple of days, we focused on writing each part individually and gathering and combining all parts in the end. This type of group work was a drawn-out process, but in the end it all worked for the best and we as the authors hope you enjoy reading this report. CONTENTS Foreword 3 1 Introduction 5 2 External Environment 6 2.1 Economic Situation 6 2.2 Demographics of Brazil 10 2.3 Import/Export (international scope) 10 2.4 Market environment 11 2.5 Competition 12 2.6 Legal; business format 13 2.7 Social aspects 13 2.8 Five Forces Analysis 14 2.9 Conclusion: Opportunities and Threats 16 3 Retail Formula 17 3.1 Business concept 17 3.2 International exposure 18 3.3 Target groups 19 3.4 Strengths and weaknesses 20 3.5 Recommendations of the Retail Formula 20 4 Conclusions...
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...Plan: Helen de Haan 2010-2011 Feb-instroom, term 2, project 2 31-05-2010 1 Preface This marketing plan provides a comprehensive strategic plan for the NGO Greenpeace. It is aimed for Executive Managers and those who will conduct supervision of the implementation of this marketing plan. The marketing plan does not focus on technical issues, but rather examines basic principals concerning the internal- and external environment, strategy execution and the result realized after execution. To reinforce the purpose and profitable outcome of the marketing plan, there are, throughout this manuscript, numerous illustrative extracts with commentary, including company reports and other sources. Throughout the text some marketing- and financial terminology is used, for this reason foreknowledge of marketing and finance will be essential in understanding the analysis used in this manuscript and the true purpose of the strategic plan. Topics in the manuscript follow a logical coherent order. In part 1; general information about the internal- and external environment of Greenpeace is given, correctly identifying potential internal- and external threats and opportunities that may be in effect. After an exhaustive and thorough analysis, the information collected will be instrumental in conjuring up an efficient and effective marketing strategy which is clearly laid out in Part 2; “Marketing Strategy”. The manuscript ends with a description of the results and benefits achieved by the strategy...
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...strength of Hermès is the love of craftsmanship” “We see ourselves as creative craftsmen.” The philosophy of Hermès is to keep craftsmanship alive.” doesn’t rely on the technological efficiencies that drive so many others on this ranking. http://www.forbes.com/sites/susanadams/2014/08/20/inside-hermes-luxury-secret-empire/ (IMPORTANT) LONG-TERM STRATEGY TO BE PURSUED • Alliance between creativity and exceptionnal crafsmanship • Control of our know-how • Continuing the development of the distribution network with the opening or renovation of more than twenty stores • Reinforcement of flexibility with the balance of divisions / geographical areas • Increasing production capacities and development of growth drivers • Despite economic, geopolitical and monetary uncertainties around the world, the Group is maintaining its medium-term objective of increasing the turnover at constant rates in the area of 8% • True to its Parisian roots, Hermès invites us to look at 2015 through the eyes of a loafer. A loafer is capable of heading off the beaten track and looking at the world with wide-open eyes: a chance encounter, the joy of discovery, and even the benefits of a little break http://finance.hermes.com/var/finances/storage/original/application/127f1c7969cc99776e1ac9c864253106.pdf When it comes to sustainable development, Hermès’ mission is to strengthen our corporate project around the authenticity of each product and the application of our house’s ethics to all...
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...Business Model is ‘Business Model Generation’ by Osterwater and Pigneur 2009. The methodology uses a model named Canvas, which divides the business model into 9 segments. The concept is simple, relevant, and understandable to analyse a company. This concept has been applied and tested around the world and is already used in organizations such as IBM, Ericsson and Deloitte. The nine basic building blocks are shown in the logic of how a company intends to make money. The nine blocks cover the four main areas of a business: customers, offer, infrastructure, and financial viability. The business model environment of the company is analyzed in the external analyses using a mythology designed by Osterwater eg. The four main area of the environment are; Industry forces, key trends, market forces and macroeconomical forces. External analyses In this section the external environment influences on a company such as Nespresso are analysed into a treat or an opportunity depending on the implication on the E-business strategy of Nespresso. 1.Market forces 1.1.Global coffee consumption is growing World consumption has been growing at an average of 2.5% annually since 2000. This development indicates an opportunity for Nespresso as consumers will purchase more coffee. 1.2.Sustainability in the coffee market is a must An article on podia, food industry trends, stated that the current buzz words in the coffee industry are ‘organic’, ‘shade grown’, ‘sustainable and fair-trade...
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