...organization………………………….…………………...…8 Fiscal policy…..…………………………………………………………………………..8 Monetary policy…………..………………………………………………………………9 Competition policy and Regulatory Mechanism …………………………………….10 Market Structure ………………………………………………………………………..11 PESTLE………………………………………………………………………………….14 EU………………………………………………………………………………………...14 Summary……………………………….………………………………………………..15 Task 1.1 Introduction Morrison Supermarket is the UK’s fourth largest supermarket. It is part of the FTSE 100 index and headquartered at the West Yorkshire (Bradford) in England. Morrison Supermarket is the smallest partner in the chain of four supermarkets (Big Four) due to its small market share. Other members of the “Big Four” are Sainsbury’s, Asda and Tesco. Currently, Morrison Company has a total of 455 superstores, including those purchased from Safeway plc. Most of the stores operate from the large superstores and primarily deal with home wares and groceries as well as furnishings, clothing and electronic items. Morrison Supermarket has lately resorted to online shopping as a result of purchasing a stake 10% of the UK online grocer, Fresh Direct. Task 1.2 Types of organizations , purpose , mission and goals The general notion states that entrepreneurs usually operate their businesses in a given region, which acts as the primary market. This implies that there may be multiple designations in a particular area. However, for the sake of tax requirements, the legal structures only recognize s few forms of business...
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...Bachelor of Arts in Business Economics STUDENT’S HANDBOOK 2011/2012 Lazarski University Warsaw, June 2011 1 Lazarski School of Commerce and Law Student’s Handbook- Bachelor of Arts in Business Economics Content Page 4 6 8 13 15 15 15 17 17 18 19 21 23 24 26 28 30 32 34 35 37 39 41 43 44 46 48 49 50 51 53 54 55 57 58 59 60 62 63 63 64 66 67 69 72 74 75 76 77 79 80 82 The Programme The Degree Assessment Quality Assurance Admission Procedures Erasmus Study in BABE Programme Administrative Issues Course Descriptors Mathematics Introductory Microeconomics Introduction to Sociology Current Issues of the European and Global Economy Academic Writing Introduction into Business Introductory Macroeconomics Introduction into Economic Analysis Economics of Integration Information Technology Intermediate Microeconomics Issues in Macroeconomic Policy Mathematical Economics Statistics Regional Economics Introduction to Strategic Management Banking and Finance International Business Law Research Proseminar Accounting Managerial Economics International Economics Intermediate Macroeconomics Econometrics Research Methods Social Policy Game Theory Public Finance Investment Analysis BA Seminar Electives Financial Accounting Monetary Theory and Policy - The Impact of Global Crisis Principles of Marketing The World Economy – Retrospective View The Small and Medium-Sized Enterprises (SME) Sector Economics of Telecommunication Demography and Economics of Contemporary European Migration Personal...
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...Waste Management, Inc. Strategic Case Analysis Submitted for Approval to: Dr. Jifu Wang LEADING EDGE CONSULTING Houston, TX The Leaders in Waste Management Group 1 Consultants Jason Cummings Correen Harrell Deanna Lewis Jim Upchurch David Woods Page 3 of 163 Table of Contents 1.0 2.0 2.1. 2.2. Executive Summary..........................................................................8 Background Information on Waste Management ..........................9 Brief History of Company............................................................................... 9 Historical Timeline of Important Events...................................................... 11 3.0 External Analysis ............................................................................13 3.1. General Environmental Analysis ................................................................. 13 3.1.1. Political/Legal Factors.............................................................................. 13 3.1.2. Economic Factors .................................................................................... 16 3.1.3. Sociocultural Factors ............................................................................... 20 3.1.4. Demographic Factors............................................................................... 21 3.1.5. Technological Factors.............................................................................. 25 3.1.6. Global Factors ...............................................
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...Project Management Project and Programme Management Resources for Students Gower have teamed up with a major provider of project management training, ESI International, to bring you a range of project and programme resources to support your learning. Visit www.projectmanagement9.com and: • • • • Download white papers on topics as diverse as the project communication, project leadership, risk management and project troubleshooting. View professional project webinars from some of the leading presenters on project management covering topics such as: risk management, troubled project recovery, portfolio management, business requirements, earned value management, performance-based service contracting. Learn about the qualifications and development available from the PMI, Project Management Institute, the world’s largest non-profit professional association in project management. Link to further resources, professional bodies, news sites and more. These resources are designed to help you develop your learning on project management and start you on the road to professional qualifications or further development, once you have finished your degree or your current qualification. Visit www.projectmanagement9.com Project Management Ninth Edition DENNIS LOCK © Dennis Lock 2007 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...
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...Project Management Achieving Competitive Advantage Chapter One • Introduction: – Why Project Management? What is a Project • Two definitions of project: – A project is a unique venture with a beginning and end, conducted by people to meet established goals within parameters of cost, schedule, and quality – Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree, unique • Difference between process and project – Process refers to ongoing, day-to-day activities in which an organization engages while producing goods or services; process uses existing system, properties, and capabilities in a continuous, fairly repetitive manner – Projects take place outside the normal, process-oriented world of the firm What is a Project (con’t) • A project can be considered to be any series of activities or tasks that: – Have a specific objective to be completed within certain specifications – Have defined start and end date – Have funding limits – Consume human and nonhuman resources – Are multifunctional What is a Project (con’t) • Various elements of projects: – Projects are complex, one-time process: a project arises for a specific purpose or to meet a stated goal; they are complex because they typically require the coordinated inputs of numerous members of the organization – Projects are limited by budget, schedule, and resources: project work requires that members work with limited...
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... A dissertation submitted to Department of Management in partial fulfillment of the requirement for the award of degree of BACHELOR OF BUSINESS ADMINISTRATION (HONS.) Submitted by: KOMAL MARWAHA 7020070003 Supervisor: Miss Monika Kanali (lect,lpu) LOVELY PROFESSIONAL UNIVERSITY PHAGWARA 2010 1 TO WHOMSOEVER IT MAY CONCERN This is to certify that the project report titled “Comparative study of home loans of PNB and SBI” carried out by Miss KOMAL MARWAHA, D/o RAJESH MARWAHA has been accomplished under my guidance & supervision as a duly registered BBA(Hons) student of the Department of Management, Lovely Professional University, Phagwara. This project is being submitted by him/her in the partial fulfillment of the requirements for the award of the BBA(Hons) from Lovely Professional University. Her dissertation represents her original work and is worthy of consideration for the award of the degree of BBA(Hons) ___________________________________ (Name & Signature of the Faculty Advisor) Title: ______________________________ Dare: ______________________________ 2 DECLARATION I KOMAL MARWAHA, hereby declare that the work presented herein is genuine work done originally by me and has not been published or submitted elsewhere for the requirement of a degree programme. Any literature, data or works done by others and cited within this dissertation has been given due acknowledgement and listed in the reference section. _______________________ (Student's...
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...Harvard Business School Strategy Working Paper Series Working Paper Number: 02-061 Working Paper Date: February 2002 “Airbus vs. Boeing in Super Jumbos: A Case of Failed Preemption” Benjamin Esty (Harvard Business School) Pankaj Ghemawat (Harvard Business School This paper can be downloaded without charge from the Social Science Research Network electronic library at: http://ssrn.com/abstract_id=302452 Airbus vs. Boeing in Superjumbos: A Case of Failed Preemption* August 3, 2001 Rev. February 14, 2002 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu *Acknowledgements: Ramon Casadessus-Masanell, Bruno Cassiman, Richard Caves, Ken Corts, Tarun Khanna, Julio Rotemberg, Vicente Salas Fumas, Xavier Vives and seminar/workshop participants at Boston University, Copenhagen Business School, Harvard Business School, INSEAD, New York University and Universitat Autonoma de Barcelona provided helpful comments. So did senior executives at both Airbus (Adam Brown, John Leahy) and Boeing (Tim Meskill, Randy Baseler, and Jim Jessup), although their comments do not constitute an endorsement of the material in either the teaching case or this paper. We also gratefully acknowledge help from Ed Greenslet, Don Schenk, and The Airline Monitor in obtaining data and insights about the commercial jet aircraft industry...
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...RULES AND REGULATIONS OF M.B.A. PROGRAMME – 2010 The Master of Business Administration (M.B.A.) is a Post-Graduate course offered as: I. II. Two-year i.e., four semester Full time Day programme Three year, i.e., six semester Part-time programme offered to Working Executives and employees. 1. ELIGIBILITY CONDITIONS 1.1 M.B.A. (Day) Candidate seeking admission into Full Time M.B.A. (Day) programme must be: 1. Bachelor degree holder of Osmania University or a degree recognized by the university as equivalent thereto and /(or) as per the rules laid down by the University; 2. The candidate seeking admission must qualify in the Entrance Examination, conducted by the appropriate authority in the year of admission as per the norms prescribed by the University. 3. The admission of Non-resident Indians and candidates admitted in lieu of them will be as per the University Rules in force on the date of the admission. 4. Foreign candidates’ admission is based on the Screening Process of the University currently in vogue. 1.2 M.B.A. (Evening) Candidate seeking admission into Part-Time M.B.A. (Evening) Programme has to satisfy the following Conditions: 1. Must be a Bachelor Degree holder of Osmania University or a Degree recognized by the university as equivalent thereto and/ (or) as per the Rules laid down by the University. 2. The candidate seeking admission must qualify in the entrance examination conducted by the appropriate authority in the year of admission as per the norms prescribed...
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...A Project Report on “WORKING CAPITAL MANAGEMENT” In SUJANA METAL PRODUCTS LTD. Hyderabad. Submitted in partial fulfillment of the Requirements for the award of the degree of MASTER OF BUSINESS ADMINISTRATION BY SUMAN NEELI Under the Guidance of Mr. K. SATISH Asst. Manager (F & M) [pic] DEPARTMENT OF MANAGEMENT STUDIES INDIAN INSTITUTE OF PLANNING MANAGEMENT BANJARAHILLS, HYDERABAD. 2010 – 2012 INDIAN INSTITUTE OF PLANNING MANAGEMENT BANJARAHILLS, HYDERABAD. DEPARTMENT OF MANAGEMENT STUDIES [pic] CERTIFICATE This is to certify that the project titled WORKING CAPITAL MANAGEMENT is being submitted by SUMAN NEELI partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) is record bonafide work carried by him. The results embodied in this report have not been submitted to any other university for the award of any degree. ACKNOWLEDGEMENT With immense pleasure and deep sense of gratitude, I express my indebtedness to my project guide Mr. K. SATISH for giving good guidance and keen interest in the progress of the work. I am also thankful to Laxmi Prasanna (Accounts & Finance Department) SUJANA METAL PRODUCT LTD in Hyderabad for giving me permission to undertake the study in the Organization and he providing required sources for completion of my project. I am thankful to …………. I am also express my great sense of gratitude to my beloved parents and my friends who...
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...reserves adequacy measures based on global best practices confirm that its reserves holding is not markedly higher than what is required. The country’s reserves stand higher than the adequate level only when one considers the current account aspects of reserves benchmark which is perhaps appropriate for the country as its financial system is still autarkic. The dynamics in its balance of payments account also supports the fact. The paper highlights the fact that Bangladesh’s reserves build-up is the result of an ‘investment drought’ in the country. This is partly due to its underdeveloped financial systems, and partly due to other structural problems in the economy – entailing difficulties in properly channelling national savings to investments. As the Bangladesh central bank’s sterilised intervention increases, so will its cost of reserves accumulation. The reason is the interest rate arbitrage between Bangladesh and the United States. The United States government securities market, that absorbs the lion’s share of developing economies reserves, has been offering lower yields following the collapse in interest rate in the country in recent times. Nevertheless, the apparent spread between the United States Treasury and Bangladesh Treasury rates might be not that high in real terms if one weighs in Bangladesh’s certain benefits of reserves holding, particularly...
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...Table of Contents EXECUTIVE SUMMARY ..................................................................... 3 CHAPTER-1 INTRODUCTION ................................................................ 4 1.1 Types Of NBFC‘s ...................................................................................... 5 1.2 Regulations of NBFC‘s ............................................................................... 6 1.3 Guidelines for new deposits ........................................................................ 8 1.4 Responsibilities .......................................................................................... 11 1.5 Current Scenario ....................................................................................... 12 CHAPTER-2 Literature review ....................................................................................... 14 2.1 Importance Of NBFC‘s .............................................................................. 15 2.2 Role of NBFC‘s ... ................................................................................. 16 2.3 On Global Crisis .................... .............................................................. 17 CHAPTER-3 RESEARCH METHODOLOGY ............................................................. 18 3.1 RESEARCH DESIGN ...............................
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...Final Draft PERSPECTIVE PLAN OF BANGLADESH 2010-2021 ____________________________ MAKING VISION 2021 A REALITY General Economics Division Planning Commission Government of the People’s Republic of Bangladesh April 2012 Contents ABBREVIATIONS ...............................................................................................................................v PREAMBLE of the Perspective Plan (2010-2021) ............................................................................ 1 I. ............................................................................................................... Context of the Perspective Plan .................................................................................................................................................................. 1 II. .......................................................................................... Current state and Development Perspective .................................................................................................................................................................. 1 EXECUTIVE SUMMARY .................................................................................................................... 2 CHAPTER 1: VISION FOR A PROSPEROUS FUTURE........................................................................ 10 1.1 The Vision ..........................................................................................................
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...BU Basic M.B.A. International Master of Business Administration |Index | Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Business Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Entrepreneurship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160 Marketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180 Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220 Statistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252 Strategic Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
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...ZIMBABWE THE 2012 MID-YEAR FISCAL POLICY REVIEW “From Crisis to Austerity: Getting Back to Basics” Presented to the Parliament of Zimbabwe By Hon. T. Biti M.P. Minister of Finance 18 July 2012 1 2 Table of Contents INTRODUCTION .............................................................................. 9 THE 2012 BUDGET OVERVIEW .................................................... 12 STATE OF THE ECONOMY AND PROPOSED INTERVENTIONS . 16 GDP Growth Slowdown ........................................................ 16 The 2012 Mid-Year Fiscal Policy Review Thrust ................... 19 AGRICULTURE .......................................................................... 20 Productivity ........................................................................... 22 SADC Food Situation ............................................................ 25 Tobacco Marketing ............................................................... 26 Cotton Marketing .................................................................. 27 Livestock ............................................................................... 28 Outlook ................................................................................. 29 Financing .............................................................................. 29 Leases and Surveying ........................................................... 31 Access to Inputs ................................................................... 32 Irrigation .....
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...sale/purchase/construction of immovable property. A non-banking institution which is a company and which has its principal business of receiving deposits under any scheme or arrangement or any other manner, or lending in any manner is also a non-banking financial company (Residuary non-banking company). NBFCs are doing functions akin to that of banks; however there are a few differences: (i) An NBFC cannot accept demand deposits; (ii) An NBFC is not a part of the payment and settlement system and as such an NBFC cannot issue cheques drawn on itself; and (iii) Deposit insurance facility of Deposit Insurance and Credit Guarantee Corporation is not available for NBFC depositors unlike in case of banks. 1.2 OBJECTIVES This study represents that how NBFCs are making more profit than banks in INDIA. What types of NBFCs are there in India and how they are regulated through various regulatory bodies. Objectives of this study is to compare various NBFCs from different Sector. To identify different strength and weakness of various NBFCs in today’s competitive market. To identify various opportunity available for NBFCs in India. 1 1.3 RESEARCH METHADOLOGY DATA COLLECTION There are two methods of data collection that can be considered when collecting data for research purpose. These data collection types include...
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