...I am working with Bharat Petroleum Corporation Limited which is involved in Oil Refining and Marketing Business. BPCL is also making inroads in exploration i.e. upward integration. Oil and Gas being one of the strategic sectors from development as well as defense point of view and hence been largely controlled by the Indian government. Prior to independence only Multinational like Burma Shell, Caltex etc. were operating in India. Due to strategic importance M/s Indian Oil Corporation (IOC) for Oil refining and Marketing and Oil and Natural Gas Corporation (ONGC) for Oil exploration were established by the Government. Later on in 1976, based on the experience in Indo China war, MNCs closed their operation and Bharat Petroleum Corporation (BPC) was formed by nationalization of Burma Shell and Hindustan Petroleum Corporation (HPC) by nationalization of Caltex Esso were established by the Government. In 1990s Government of India started inviting private sector in Oil Refining and Marketing and as a result Reliance Industries and Essar Oil limited established large capacities of Oil refining and started creating marketing network. Major products in Oil marketing are: * Motor spirit (Petrol), HSD (Diesel) & SKO * LPG * Aviation * Industrial Products * Lubricant In 1992, Government of India decontrolled lubricant business which gave entry to lot of international players to establish themselves in Indian market giving a tough competition to state players like...
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...The HR profession map consists of 2 core HR strategies, 10 professional areas, 8 behaviors & transitions and 4 bands. These 4 bands combine all these professional areas and behaviors & transitions. The HR profession map gives an account of all the required behaviors, strategies and planning to have a successful career in HR domain. It covers an HR professional’s life from its very beginning till it reaches the maximum possible height (CIPD 2012). The 10 professional areas set out in 4 bands of competence gives us a picture of all the required activities and knowledge an HR professional must have to be successful. Next we come to 8 behaviors which tell a professional how to carry out his duties and responsibilities. These behaviors also have their negative implications if he doesn’t set out his plans correctly. The 4 bands of professional competence give us a detail of the contributions an HR professional makes to his organization at every career level. The areas where the contributions are made could be client relationship, time-management, performance appraisal, focus on the organizational activities and services offered to the clients. He is also bound to face transitional challenges while moving from one band to the other. These 3 transitional pathways (Band 1-2, 2-3, 3-4) account for the competencies an HR professional must possess for making a smooth career move. The HR Profession Map has two cores sitting at its heart-Insights, strategies and solutions & Leading...
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...that this assignment conforms to all of the rules and regulations contained therein. Halcrow Group’s strategy. Halcrow Group Limited (HGL) is a consulting group specialised in planning, design and management of services for infrastructure development around the world. It operates through a network of 29 UK and 32 international offices. The company operates as four main business groups: consulting, property, transport and water. Those groups functions as a matrix structure across eight geographical regions around the world. HGL argues that it has a purpose instead of a mission statement. The purpose is to ‘sustain and improve the quality of people’s lives (Milmore, Lewis, Saunders, Thornhill and Morrow, 2007). Its purpose emphasises on series of values that are pivotal to the groups: skills and innovation, enjoying what we do, delivering within time and budget, codes of business behaviour, and business principles. The group operates with professional engineers who take pride in jobs well done. One of the competitive edges the company has embraced is technical excellence that has preceded its commercial success. Linkages between Halcrow Group’s Strategy and its strategic human resource management. In 2004 Halcrow initiated change within the organisational hierarchy that would change the way things are done both at domestic and international level. The group’s strategy is to sustain and improve quality of people’s lives. In order to...
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...The HR profession map consists of 2 core HR strategies, 10 professional areas, 8 behaviors & transitions and 4 bands. These 4 bands combine all these professional areas and behaviors & transitions. The HR profession map gives an account of all the required behaviors, strategies and planning to have a successful career in HR domain. It covers an HR professional’s life from its very beginning till it reaches the maximum possible height (CIPD 2012). The 10 professional areas set out in 4 bands of competence gives us a picture of all the required activities and knowledge an HR professional must have to be successful. Next we come to 8 behaviors which tell a professional how to carry out his duties and responsibilities. These behaviors also have their negative implications if he doesn’t set out his plans correctly. The 4 bands of professional competence give us a detail of the contributions an HR professional makes to his organization at every career level. The areas where the contributions are made could be client relationship, time-management, performance appraisal, focus on the organizational activities and services offered to the clients. He is also bound to face transitional challenges while moving from one band to the other. These 3 transitional pathways (Band 1-2, 2-3, 3-4) account for the competencies an HR professional must possess for making a smooth career move. The HR Profession Map has two cores sitting at its heart-Insights, strategies and solutions & Leading...
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...identified HR or L&D role Jackie Orme, ex-chief executive of CIPD said: “The HR profession is changing. More will be required of the HR professional of the future, and today’s practitioners need to be equipped with the capabilities to meet these demands. Roles are more diverse, career paths more complicated and the capacity to impact on the strategic future of the business greater than ever before” As part of the overhaul, the CIPD has introduced an HR Professional Map (HRMP), which will set out the new foundations for professional competency in HR and the criteria for new and revised CIPD qualification. The map highlights 10 professional areas at four different levels and the eight key behaviours HR professionals need to operate. CIPD’s HRPM sets out the activities, knowledge and behaviour needed for success. Use the standards in the CIPD HRPM for professionals and their organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership The 2 core professional areas: The HRPM has two cores sitting at its heart – Insights, strategies and solutions and Leading HR. The cores are the building blocks of a successful HR career irrespective of the role, location and stage of the career. The cores combine strategies for sustainable organisational performance ensuring actionable and purposeful plans and simultaneously install leadership values in HR professionals...
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...SDB1 HMPP Block 5 2015 HMPP Disciplinary Process - Case Study Candidate’s Name Assessor’s Name Assessment Site Assessment Date VICTOR MOURA VICTOR MOURA Colin Sydney Block 5 2015 Student No. Class No. MAI2002 SDB1 Assessment No. 3 1 MAI2002 SDB1 HMPP Block 5 2015 CONTENTS PAGE Assessment Task 3 - Disciplinary Process - Case Study Part 1 Conduct a Risk Analysis..............................................................................................pg3 Part 2 What WorkFair says about..........................................................................................pg4 Part 3 Risks, Consequences and Mitigation...........................................................................pg7 Reference Page............................................................................................,..........................pg8 VICTOR MOURA 2 MAI2002 SDB1 HMPP Block 5 2015 ASSESSMENT TASK 3 DISCIPLINARY PROCESS - CASE STUDY Part 1 Conduct a Risk Analysis Since Sam’s predecessor manager, there were a lot of problems. Starting with the way she deled with Sam. Yelling with the employees was not a good strategy to motivate them. Besides that, just stress them and create a poor environment to work. On the other hand, Sam never made any complaint, verbal or written, about her. We can assume Sam was already stressed when the company started to work with another programming language she...
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...“Linking Corporate Strategy and HR Strategy: Implications for HR Professionals,” In R. Padaki, N.M. Agrawal, C. Balaji and G. Mahapatra (eds.) Emerging Asia: An HR Agenda, New Delhi: Tata McGraw-Hill, 2005, pp. 215-223. Linking Corporate Strategy and HR Strategy Rishikesha T. Krishnan Associate Professor of Corporate Strategy Indian Institute of Management Bangalore Recognition of the link between corporate and business strategies and strategies related to the people function is not new. McKinsey’s 7-S framework that emphasised the need for the alignment of seven organisational variables (superordinate goals, strategy, structure, systems, staff, skills, and style) for organisational effectiveness is about twenty years old. But, during this time, the importance of people to organisational success has, if anything, only multiplied as businesses have become more knowledge- and technology-driven. As a result, even strategy gurus, who typically talk about esoteric topics like transnational corporations and integrated networks, today emphasise the importance of the “individualised corporation”. 1 In this paper, we attempt to integrate multiple perspectives on the links between corporate strategy and human resources strategy with the objective of giving HR professionals working within an organisational context some pointers on how they can contribute to better integration of corporate and business strategy with HR strategy. Corporate and Business Strategy Corporate strategy refers to decisions...
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...“Linking Corporate Strategy and HR Strategy: Implications for HR Professionals,” In R. Padaki, N.M. Agrawal, C. Balaji and G. Mahapatra (eds.) Emerging Asia: An HR Agenda, New Delhi: Tata McGraw-Hill, 2005, pp. 215-223. Linking Corporate Strategy and HR Strategy Rishikesha T. Krishnan Associate Professor of Corporate Strategy Indian Institute of Management Bangalore Recognition of the link between corporate and business strategies and strategies related to the people function is not new. McKinsey’s 7-S framework that emphasised the need for the alignment of seven organisational variables (superordinate goals, strategy, structure, systems, staff, skills, and style) for organisational effectiveness is about twenty years old. But, during this time, the importance of people to organisational success has, if anything, only multiplied as businesses have become more knowledge- and technology-driven. As a result, even strategy gurus, who typically talk about esoteric topics like transnational corporations and integrated networks, today emphasise the importance of the “individualised corporation”. 1 In this paper, we attempt to integrate multiple perspectives on the links between corporate strategy and human resources strategy with the objective of giving HR professionals working within an organisational context some pointers on how they can contribute to better integration of corporate and business strategy with HR strategy. Corporate and Business Strategy Corporate strategy refers to decisions...
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...CSE- 401 DISTRIBUTED SYSTEMS [3 1 0 4] 1. Distributed System Models: Introduction , Examples , Architecture models , Fundamental models (1.1,1.2,1.4, 2.1-2.3 of Text1 ) ..2hrs 2. Interprocess Communication, Distributed Objects and Remote Invocation: Introduction , External data representation and marshalling, Communication models, Communication between distributed objects , Remote procedure call Case study: Interprocess communication in UNIX, Java RMI . (4.1-4.6, 5.1-5.5 of Text1) ..6hrs 3. Operating System Introduction , Operating system layer, Processes and threads, Communication and invocation, Architecture (6.1-6.6 of Text1) ..4hrs. 4. Distributed File Systems and Name Services: Introduction , File service architecture, Name services, Domain Name System, Directory and directory services. Case study: Sun network file system, Global name service. (8.1-8.3, 9.1-9.4 of Text1) …6hrs 5. Synchronization: Clock Synchronization, Physical clocks, Logical clocks, Global state (5.1-5.3 of Text2) ..5hrs 6. Transactions&...
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...Objective | Main Objective | This course is designed to help students in developing better understanding about the international business system. The objective of the course can be divided into two major categories. 1) To provide in depth knowledge about international trading system and 2) To provide information about diverse and complex task performed in international business operations. This course aims in developing skills required by international business managers to perform well in international market. | Enabling Objectives | After completion of all the learning units and the requirements of the course, students will be able to: 1. Understand the economics and politics of international businesses and management. 2. Understand strategies and structures that firms adopt to compete effectively in international business environment. 3. To formulate functional aspects of international business. | Course Requirements | Students are expected to have basic understanding about the international business. They are required to know about the concept of international trade theories, international business environment (Political, economic, socio-cultural and Technological), different modes of entry into international businesses. Students are also expected to have basic idea about national polices related with international trade and investment implemented by Government of Nepal. | Learning Unit | Learning Unit OneNet contact hours – 2 | 1 Introduction to International...
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...I. Executive Summary In the market economy, the integration trend with fierce competitive environment, businesses have to deal with many challenges. To survive and grow strong businesses have the resources including human resources play a decisive role. Competition in the domestic environment was difficult, as businesses expand into international markets, having to compete with local businesses is even harder. In order to be able to attract and retain talent, a strategic development and management of comprehensive human resources is essential for any enterprise. An enterprise HR systems professional, methodical and consistent will create a workforce to work effectively, devoted to the survival and development of enterprises. That is the advantage of a very important business in the marketplace. The first step plays an important role in the system of human resource management activities are activities of human resource planning. Plans to build the human resources help businesses with an overview of the most accurate and workforce in the enterprise, predict workforce needs in the short term and long term and provide optimal solutions human resources to successfully implement the goals of the organization. II. Introduction International trading is increasingly important role in the world economy. It has opened up many opportunities and challenges to national integration, especially in developing countries. Plays an important role in this integration process is the multi-national...
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...Postgraduate ProgramSubject Outline Faculty of Business and Management http://my.uowdubai.ac.ae Subject Code: MGMT949 Subject Name: Management (6cp) Year: 2013 Section: 1 Performance Session: Spring No of Credit Points:6 Pre-requisite(s): NA Co-requisite(s): NA LECTURE INFORMATION Day: Time: Monday 18.00 – 21.00 Location: Block TBA Room TBA Lecturer’s Name: Building & Office No: E-mail Address: Consultation Days and Times: Subject Coordinator: DR. PAYYAZHI JAYASHREE Block 16 Office 21-4 payyazhijayashree@uowdubai.ac.ae SUNDAY : 3 TO 6PM , TUESDAY : 3 TO 6PM DR. PAYYAZHI JAYASHREE 1 SUBJECT DESCRIPTION This subject addresses performance management, which is defined as an ongoing communication process that involves both the performance manager and employee. Key aspects of this process are examined. Topics include: identifying and describing essential job functions and relating them to the mission and goals of the organization; developing performance standards; giving and receiving feedback about performance; writing and communicating constructive performance evaluations, and planning education and development activities to maintain and improve employee work performance. 2 LEARNING OUTCOMES On successful completion of this subject students will be able to : 1. Describe the key concepts and techniques of performance management. 2. Explain the development of performance management as an area of growing importance for managers and employees. 3. Critically...
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...RO T E U L D GE · r & Fr a nci s G ro Risk factors in enterprise-wide/ERP projects M ARY SUM NER School of Business, Southern Illinois University, Campus Box 1106, Edwardsville, IL 62026, USA The purpose of this study was to identify the risk factors in implementing traditional management information systems projects, describe the risk factors associated with enterprise-wide/ERP (enterprise resource planning) projects and identify the risk factors in ERP projects which are unique to these projects. Some of the unique challenges in managing enterprise-wide projects which were highlighted through the ndings included the challenge of re-engineering business processes to ‘ t’ the process which the ERP software supports, investment in recruiting and reskilling technology professionals, the challenge of using external consultants and integrating their application-speci c knowledge and technical expertise with existing teams, the risk of technological bottlenecks through client-server implementation and the challenge of recruiting and retaining business analysts who combine technology and business skills. Introduction In the past few years many organizations have initiated enterprise-wide/ERP (enterprise resource planning) projects using such packages as SAP, Peoplesoft and Oracle. These projects often represent the single largest investment in an information systems (IS) project in the histories of these companies and, in many cases, the largest single investment...
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...The HR profession map consists of 2 core HR strategies, 10 professional areas, 8 behaviors & transitions and 4 bands. These 4 bands combine all these professional areas and behaviors & transitions. The HR profession map gives an account of all the required behaviors, strategies and planning to have a successful career in HR domain. It covers an HR professional’s life from its very beginning till it reaches the maximum possible height (CIPD 2012). The 10 professional areas set out in 4 bands of competence gives us a picture of all the required activities and knowledge an HR professional must have to be successful.Next we come to 8 behaviors which tell a professional how to carry out his duties and responsibilities. These behaviors also have their negative implications if he doesn’t set out his plans correctly. The 4 bands of professional competence give us a detail of the contributions an HR professional makes to his organization at every career level. The areas where the contributions are made could be client relationship, time-management, performance appraisal, focus on the organizational activities and services offered to the clients. He is also bound to face transitional challenges while moving from one band to the other. These 3 transitional pathways (Band 1-2, 2-3, 3-4) account for the competencies an HR professional must possess for making a smooth career move. The HR Profession Map has two cores sitting at its heart-Insights, strategies and solutions & Leading...
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...well-known for its low-cost structure and has been doing very well despite of the current market instability. Walmart maintains its competitive advantage through its satellite-based distribution system, and by keeping store location costs to a minimum by placing stores on low-cost land outside small to medium-sized towns, no matter in the US or in its abroad affiliations. Since, Walmart Company is obviously taking the cost leadership strategy, it uses the efficient stock control system and imports many goods from China for low cost which helps to make its operating costs lower. So the company-level strategy of Walmart is low cost and low cost, with little differentiation strategy To support its corporate strategy, HR strategies are also carried out in a low cost manner. For that Walmart follows somewhat aggressive HR policy and practices to reduce costs. From recruitment and selection to advanced HR practices this aggressiveness can clearly be seen which the company believes that it’s the ‘best fit’ for their corporate strategy. Since the...
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