...Individual assignment 1. Through illustrative cases, examine the drivers of divestment from emerging markets. 2. Advise an established multinational or small-medium enterprise on an appropriate foreign market entry strategy Candidate Number : Word Count Examiner Place Degree Course Date : : : : : : 59552 2746 Professor Dr Joseph Amankwah-Amoah University of Bristol MSc Management International Business March, 2013 Table of Content I Table of Content I. List of Abbreviations ............................................................................................. II II. List of Tables ....................................................................................................... III 1. Introduction .......................................................................................................... 1 2. Structure of the Thesis ......................................................................................... 1 3. Divestment ........................................................................................................... 1 4. Divestment in India ............................................................................................... 3 4.1 Coca-Cola ...................................................................................................... 3 4.2 Recent Divestment Cases .............................................................................. 4 4.3 Lessons Learned ........................................
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...Work Experience Program Course Handbook Bakersfield College Updated: 11/15/2010 TABLE OF CONTENTS Welcome and General Information ............................................................ 3 Syllabus .................................................................................................... 4 How to Write an Objective ......................................................................... 6 Examples of Objectives ............................................................................. 7 Employer Guide to Assist with Objectives ................................................. 8 Course Summary Report Guidelines ......................................................... 9 Activity Requirements ................................................................................ 10 Approved Off-Campus Seminar/Activity List .............................................. 11 Employer/Supervisor Letter ........................................................... 12 Course Objectives Form ................................................................ 13 Off-Campus Seminar/Activity Prior Approval Form ........................ 14 Off-Campus Seminar/Activity Form ................................................ 15 Timesheet ...................................................................................... 16 Work Experience Program Survey ................................................. 17 Sample Cover Letter Format and Guidelines ..............................
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...GHANA INSTITUTE OF MANAGEMENT AND PUBLIC ADMINISTRATION (GIMPA) GMBA 710: MANAGING ORGANISATIONS CRITICAL SUCCESS FACTORS FOR EFFECTIVE TEAMS: A CASE STUDY OF THE TEAM DOTED (GMBA GROUP C) DENNIS OWUSU - SEKYERE (215003500) LECTURER: DR. BEN SARPONG MENSAH DECEMBER 2014 TABLE OF CONTENTS Content Page Table of Content...................................................................................i Introduction ..........................................................................................1 Group Profile & Overview....................................................................1 Group Formation Process .................................................................2 The Evolution from Work Group to Work Team.................................4 Critical success factors for Effective Teams.........................................5 Leadership & Power.............................................................................5 Effective Communiation........................................................................5 Motivation…………………....................................................................6 Group Diversity....................................................................................7 Decision Making…...............................................................................8 Climate of Trust...
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...Bangladesh Special Study on Afsar Brothers & Sheba Prokashoni 2012 Sec-07 Esprit De Corps 1/4/2012 Term Paper on “Exploring Marketing Practices in the Publishing Houses in Bangladesh” Submitted To: Mashruha Zabeen Lecturer Department of Business Administration East West University Submitted By: Group Name # Esprit De Corps Section: 07 1. Md. Rahat Shakil ID: 2010-2-10-139 2. Md. Zahidul Islam ID: 2011-1-14-014 3. A.F.M. Naimul Islam ID: 2011-2-10-255 Akanda East West University Submission Date: 1st April 2012 1st April 2012 Mashruha Zabeen Course Instructor Department of Business Administration East West University Dhaka Sub: Submission of term paper titled “Exploring Marketing Practices in the Publishing Houses in Bangladesh” Dear Madam, We have the honor to submit the term paper “Exploring Marketing Practices in the Publishing Houses in Bangladesh” as a requirement of the course Marketing. While preparing the report we have had the opportunity to work in real life situation from where we have learned how theories are applied practically. We hope our effort and endeavor will achieve your satisfaction. If you need any further clarification, please let us know, we will always be available. Sincerely yours, ________________________ Md. Rahat Shakil On behalf of the group “Esprit De Corps”. Acknowledgement First of all, we convey our gratitude to the course...
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...operate efficiently. For an organization, the organizational structure is a hierarchy of people and its functions. The organizational structure of an organization tells us the character of an organization and the values it believes in. therefore, when we do business with an organization or getting into a new job in an organization, it is always a great idea to get to know and understand their organizational structure. Executive summary In this assignment, I describe about the theory of the organization, the types of the organization, and the nature of the organization. As task 1, 2 and 3 I have explain about Paul Rogers’ card design business. Theory of organizational structure The theory of organizational structure is a product of the industrial revolution to help businesses appropriate their workforce. Classical school Henry Fayol is acknowledged as the founder of the Classical Organization theory and is one of the pioneers of management thought. He divided the business activities into six areas- technical, commercial, financial, accounting, managerial functions and protecting the assets of the organization. Fayol also introduced the principles of organizing which the managers have to apply to their organizations. They are- 1. Division of labour 2. Authority and responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interest to the organization’s interest 7. Remuneration 8. Centralization 9. Hierarchy ...
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...Advantages & Disadvantages of Divisional Organizational Structure X Chris Joseph is a freelance writer residing in Pennsylvania. He has written hundreds of articles for newspapers and the Internet on a variety of topics, including several on golf for GolfLink.com. He holds a Bachelor of Science degree in marketing from York College of Pennsylvania. By Chris Joseph, eHow Contributor updated: January 18, 2011 Large companies that serve a varied customer base or operate in a number of geographic regions may choose to operate with a divisional structure. This is a more decentralized type of operation where each division functions much like its own separate company. This type of operation format offers certain benefits as well as potential pitfalls. 1. Self-sufficiency o An advantage of a divisional structure is that each division can operate as a separate, self-sufficient unit without having to rely heavily on the parent company or top management of the organization. Divisions typically have their own separate management structure that allows them to make decisions quickly, often without the need for approval from others. Divisions have their own equipment, supplies and resources, which allow for a more autonomous method of operation. Specialization o Another advantage of a divisional structure is that it allows for a high degree of specialization. Workers with similar talents and abilities can work together and focus on specific projects that help the division meet its...
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...Managing: the art of determining the right balance Maastricht University School of Business and Economics Maastricht, 6 June 2014 Ignacio, I.K.A ID number: i6016200 Study: MSc Accountancy Course code: EBC4045 Group number: 2 Tutor name: W. Foppen Writing Assignment: Individual paper Table of Contents 1. Introduction ....................................................................................................................... 2 2. Managing ........................................................................................................................... 3 3. The organization and its people ....................................................................................... 4 3.1 3.2 Company ........................................................................................................................................ 5 Teams ............................................................................................................................................. 6 3.2.1 Familiarity ................................................................................................................................. 7 3.2.2 Open communication ................................................................................................................. 8 3.3 Individuals ..................................................................................................................................... 8 4. A move to the external environment...
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...STRATEGY MBL 915P Southwest Airlines in 2008: Culture, Values and Operating Practices Repeater Assignment 2 By : Refiloe Mokebe (72542683) 9/6/2011 Table of Contents Introduction 3 Question 1 – What is impressive about South West? 3 Question 2 – Benchmarking against the best practices 4 Question 3 – Key drivers for low cost / no frills strategy 6 Question 4 - What are the key elements of Southwest’s culture? 9 Question 5 - What grade would you give Southwest management? 13 Question 6 - What problems or weaknesses do you see at Southwest Airlines? 15 Question 7 - What recommendations would you make to Gary Kelly? 16 List of References 17 Introduction The objective of this assignment is to apply analytical methods on how Southwest Airlines strategy is executed. Various Strategic models will be used in analyzing how Southwest Airlines is applying and executing their strategy. In late 1966, Rollin King, a San Antonio entrepreneur who owned a small commuter air service, marched into Herb Kelleher’s law office with a plan to start a low cost/ low-fare airline that would shuttle passengers between San Antonio, Dallas and Houston. Southwest Airlines was founded as Air Southwest Company in 1967, it incorporated as Southwest Airlines in Texas and began customer service in 1971. The airline was founded on King’s simple business concept “attract passengers by flying convenient schedules, getting them to their destination on time with good experience...
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...Unit 1 . Fundamental Concepts about and Evolution of Management Thought 1.1. Introduction In any teaching-learning process, the development of concepts is essential and fundamental. As a field of study, management requires the development of concepts. Unless the most basic concepts of a field of study are developed at the outset, the teaching-learning process of a particular field of study would be difficult to carry out. Therefore, the first unit of this material aims at developing the most fundamental concepts about management. 1.2. Meaning of Management What is Management? Management is the process of designing and maintaining an environment in which individuals working together in groups, accomplish efficiently selected objectives. It is concerned with: 1.2.1. identifying the aims and objectives of an organization 1.2.2. implementing policies by setting procedures, programmes and strategies to help in the achievement of organizational aim and objectives; 1.2.3. brining together all the various factors of production (People, money, materials, machinery, methods, and activates); 1.2.4. making the best possible use of the factors of production; 1.2.5. exercising control over the performance of the factors of production; and 1.2.6. providing conditions in which the persons associate with the organization-owners, employees, customers, and the community at large-derive maximum satisfaction (pagare, 1981) Terry and Franklin (1997:4) define management as the distinct process consisting...
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...PRINCIPLES OF MANAGEMENT lecture notes Document Transcript • 1. UNIT I OVERVIEW OF MANAGEMENT Definition - Management - Role of managers - Evolution of Management thought - Organization and the environmental factors – Trends and Challenges of Management in Global Scenario. 1 • 2. Management - as how the mind controls the human body and its function similar management (mind) controls the various activities ( human body) in the Organisation - Collection of physical equipments, 4 M’s in Organisation – Men, Machine, Materials, Money, and leads to nothing. For efficient and profitable functioning it is necessary that all these factors are put to work in a co- ordinated manner. Management Definition Management is the art of getting things done through others. Harold Koontz Def as “ Management is the process of designing and maintaining an environment in which individuals, working together in groups efficiently to accomplish selected aims” • Managers carry out their managerial function • Applies to any kind of Organisation •Applies to managers at all Organisational levels •Aim is to create a surplus •Concerned with productivity, implies effectiveness and efficiency •Mgt of 4 M’s in the Orgn – Men, Machine, Materials & money Characteristics of Management • Mgt is Universal • Mgt is dynamic • Mgt is a group of managers • Mgt is Purposeful • Mgt is goal oriented • Mgt is integrative Function • Mgt is a Social process • Mgt is a Multi-faceted discipline • Mgt is a continuous process...
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...Strategy Execution - Chapter 4 in Strategic Thinking A Strategic Management Textbook Gordon Walker Professor Cox School of Business Southern Methodist University Dallas TX 75275 Introduction How firms build and maintain resources and capabilities is the key to understanding strategy execution. Firms in an industry typically cluster into distinct market positions and at the same time to differ in how well they execute their strategies. Within a cluster of highly similar market positions, based on a set of value and cost drivers, one firm may perform well and another relatively poorly. This variation in the ability to execute emerges over time as the industry develops and firms experiment with alternative dynamic growth paths, some of which succeed better than others. Examples of interfirm differences in the ability to execute are present in every industry. For instance, in the late 1980’s and 1990’s Bank of America developed a distinctly different and ultimately more successful set of capabilities from Banc One in the race to dominate national commercial banking through acquisition. Southwest Airlines succeeded in taking over the California low-cost market previously controlled by PSA, from whom it originally learned the low cost model. And Dell’s growth and economic performance surpasses other top tier personal computer firms, all of whom have attempted to copy its model, albeit unsuccessfully. Resources. A resource is a relatively stable, observable...
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...ORGANIZATIONAL DEVELOPMENT AND BEHAVIORAL FACTORS Mgmt 605-M02 Mondays 6:00-8:10 p.m. DESCRIPTION This course links the classical management process to the analysis of human behavior. How do people think, analyze a situation, and how they behave. The practicing manager should gain theoretical knowledge on which to base experience and/or intuition when making decisions or solving problems involving the human dimension in the organization. In this course you are going to learn a series of models: 1) The individual—to help you understand, predict, and modify an individual’s behavior. 2) Perception of people—how such perception differs from other perceptions aspects and its importance 3) Functions of the managerial brain—how it works, makes decisions, solves problems, creates ideas 3) Dimensions of communications—to enable you to understand the basics of transmittal of knowledge 2) Two person interactions—so that you can understand conflict, leadership behavior, negotiations. 3) Small group functions,--so that you can understand when and why they are strong and get results and when they are weak and become failures 4) The large organization—so that you can utilize their strengths in marshalling human resources to get the work out and how they can adapt to changing times. If you have any problems with this course, doing the work or meeting standards, speak to your instructor before you receive failing grades or other unpleasant consequences. When you discuss...
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...Handbook of Management Accounting Research Volume 3 Edited by CHRISTOPHER S. CHAPMAN Imperial College London, UK ANTHONY G. HOPWOOD University of Oxford, UK MICHAEL D. SHIELDS Michigan State University, USA AMSTERDAM – BOSTON – HEIDELBERG – LONDON – NEW YORK – OXFORD PARIS – SAN DIEGO – SAN FRANCISCO – SINGAPORE – SYDNEY – TOKYO Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. 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, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively visit the Science and Technology Books website at www.elsevierdirect.com/rights for further information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for...
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...Contents ANNUAL REPORT 2011 2 7 8 15 16 17 20 6 14 Notice of Annual General Meeting Corporate Information Corporate Governance Statement Statement on Corporate Social Responsibility Statement on Internal Control 24 26 27 87 92 25 Chairman’s Statement Corporate Structure 86 Financial Statements 91 List of Group Properties 94 Analysis of Shareholdings Proxy Form 19 Directors’ Profile 23 Audit Committee Report 2 UMS HoLDINGS BeRHAD (74125-V) ANNUAL RePoRt 2011 notice of ANNUAL GeNeRAL MeetING NotICe IS HeReBY GIVeN that the thirtieth Annual General Meeting of the Company will be held at Lumut 1 Room, Level 1, Vistana Hotel, No. 9 Jalan Lumut, off Jalan Ipoh, 50400 Kuala Lumpur on Monday, 26 March 2012 at 10:00 a.m. to transact the following business: Agenda 1. To receive the Audited Financial statements for the financial year ended 30 september 2011 and the Reports of the Directors and Auditors thereon. To approve the payment of Directors’ fees amounting to RM134,100.00 for the financial year ended 30 september 2011 (2010 : RM128,700.00). To declare a final dividend of 6% Gross (less Malaysian income Tax @ 25%) for the financial year ended 30 september 2011. To declare a special dividend of 4% Gross (less Malaysian income Tax @ 25%) for the financial year ended 30 september 2011. To consider and if thought fit, to pass the following resolution: “That Mr. Ng siow Hwa @ Ng Kok Hwa, who retires in accordance with section 129 (6) of the Companies Act, 1965, be and is hereby...
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...Chapter 1 An Introduction to Project, Program, and Portfolio Management LEARNING OBJECTIVES After reading this chapter, you will be able to: Understand the growing need for better project, program, and portfolio management Explain what a project is, provide examples of projects, list various attributes of projects, and describe project constraints Describe project management and discuss key elements of the project management framework, including project stakeholders, the project management knowledge areas, common tools and techniques, and project success factors Discuss the relationship between project, program, and portfolio management and their contribution to enterprise success Describe the project management profession, including suggested skills for project, program, and portfolio managers, the role of professional organizations like the Project Management Institute, the importance of certification and ethics, and the growth of project and portfolio management software 2 OPENING CASE Doug Milis, the Chief Executive Officer (CEO) of Global Construction, Inc., was summarizing annual corporate highlights to the board of directors. Like many other large construction companies, they had a very difficult year. They had to scale down operations and let some employees go. When one of the board members asked what he was most proud of that year, Doug thought for a few seconds, and then replied, “Excellent question, Gabe. Honestly, I think the main reason we survived this...
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