...NOTE – This is longer than the current assignment and is provided as an example only Assessment 1 – Case Study Lecturer: Email: Student: XXXXXXXXXXXXXXXXXX) Email: XXXXXXXXXXXXXXXXXX Assessment: 1 – Case Study Word count: 2986 (The word count for this assignment is less) Due : Date CONTENTS Page 1.0 Introduction 3 2.0 Long and short term issues evident in the case 4 3.1 – Jack’s career in context 4 3.2 – Evidence of emergent job dissatisfaction 5 3.3 – Team impact and tests for leadership 7 3.4 – Long term issues 7 3.0 Resolution pathways for the Branch Manager 8 4.5 - Team Leadership and trust – encouraging constructive interactions 8 4.6 - Addressing neglect behaviours 9 4.0 Considerations for senior management 10 5.7 – Strategic gap 11 5.8 - Articulating the business strategy layer 12 5.9 – Strategic HRM policies 13 5.0 Conclusion 14 6.0 References 15 APPENDIX 1 – Assumptions 16 a) Company assumptions 16 b) Jack White, Asset Manager and Dave Navarro, Branch Manager 16 c) Excerpt from the company’s organisation chart 17 APPENDIX 2 - SWOT Analysis 18 APPENDIX 3 - Marking Criteria 19 1.0 Introduction Performance management is an integral pursuit for successful companies, providing avenues...
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...UNIVERSITY DEPARTMENTS ANNA UNIVERSITY CHENNAI : : CHENNAI 600 025 REGULATIONS - 2009 CURRICULUM I TO IV SEMESTERS (FULL TIME) MASTER OF BUSINESS ADMINISTRATION (MBA) SEMESTER – I |Code No. |Course Title |L |T |P |C | |BA9101 |Statistics for Management |3 |1 |0 |4 | |BA9102 |Economic Analysis for Business |4 |0 |0 |4 | |BA9103 |Total Quality Management |3 |0 |0 |3 | |BA9104 |Organizational Behaviour |3 |0 |0 |3 | |BA9105 |Communication Skills |3 |0 |0 |3 | |BA9106 |Accounting for Management |3 |1 |0 |4 | |BA9107 |Legal Aspects of Business |3 |0 |0 |3 | |BA9108 |Seminar I – Management Concept |0 |0 |2 |1 | | |Total | | | |25...
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...UNIVERSITY OF MUMBAI Bachelor of Engineering Information Technology (Third Year – Sem. V & VI) Revised course (REV- 2012) from Academic Year 2014 -15 Under FACULTY OF TECHNOLOGY (As per Semester Based Credit and Grading System) University of Mumbai, Information Technology (semester V and VI) (Rev-2012) Page 1 Preamble To meet the challenge of ensuring excellence in engineering education, the issue of quality needs to be addressed, debated and taken forward in a systematic manner. Accreditation is the principal means of quality assurance in higher education. The major emphasis of accreditation process is to measure the outcomes of the program that is being accredited. In line with this Faculty of Technology of University of Mumbai has taken a lead in incorporating philosophy of outcome based education in the process of curriculum development. Faculty of Technology, University of Mumbai, in one of its meeting unanimously resolved that, each Board of Studies shall prepare some Program Educational Objectives (PEO‟s) and give freedom to affiliated Institutes to add few (PEO‟s) and course objectives and course outcomes to be clearly defined for each course, so that all faculty members in affiliated institutes understand the depth and approach of course to be taught, which will enhance learner‟s learning process. It was also resolved that, maximum senior faculty from colleges and experts from industry to be involved while revising the curriculum. I am happy to state...
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...TABLES OF CONTENTS 1. INTRODUCTION 3 2. VARIOUS ISSUES IN STRATEGIC TRAINING MANGEMENT 3 2.1. Development of training programmes 3 2.2. Role of HR specialist in ensuring the link between the organizations’ overall business strategies and training. 4 2.3. The influence of performance management, affirmative action, talent management on strategic training management 2.4. Robert Bosch (pty) Ltd. 2.4.1. Development of training programmes 5 6 6 2.4.2. Role of HR specialist in ensuring the link between the organizations’ overall business strategies and training. 7 2.4.3. The influence of performance management, affirmative action, talent management on strategic training management 2.5. Socomigh 2.5.1. Development of training programmes 8 9 9 2.5.2. Role of HR specialist in ensuring the link between the organizations’ overall business strategies and training. 11 1 2.5.3. The influence of performance management, affirmative action, talent management on strategic training management 3. CONCLUSION 11 12 BIBLIOGRAPHY 2 1. INTRODUCTION According to MSG (2015), Training and development is vital part of the human resource development.. It is also become more important globally in order to prepare workers for new jobs. In the current write up, we will focus more on the emerging need of training and development, its implications upon individuals and the employers. Employment development is very important...
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...Data Mining Nabeel Ahmed University of Northern Virginia Abstract ‘The vein of research data is almost always richer than it appears to be on the surface, but it can only be of value if mined.—Morris Rosenberg’ (AGOSTA, 2000) Recent years, Data Mining has become hot topic of enterprises. More and more companies intend to introduce data mining techniques. One report from the United States treats data mining as one of the ten favorable fields in the 21st century, of which by means shows its importance. Generally speaking, data mining are often applied in those fields, such as insurance and finance industries, retailing and direct marketing industries, communication industry, manufacturing industry and Medical service industry, etc. The data related to management decision making has been accumulating surprisingly quickly because of the improvement in high technology. As the byproduct of internet, e-commerce, e-banking, pos system, barcode scanner and intelligent robot, the acquirement of electronic data has already become cheap and existing everywhere. These data are normally stored in data warehouse and data marts to provide assistance for management decision-making. Data mining is a fast growing field, its main target is to develop some techniques to assist the managers in intelligent analyzing and utilizing mass data. Data mining was already being reported in successfully utilized in the aspects of credit rating, fraud detection, database marketing, customer relationship...
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... Papadopoulos & Line Groenvold October 2014 1 Table of Contents What is Workforce Planning? ......................................................................................................... 3 History of workforce planning ..................................................................................................... 3 The importance of workforce planning ........................................................................................ 4 Implementation of workforce planning ........................................................................................ 5 Application to the Western Australian Mining Industry .............................................................. 8 Workforce Planning Needed to Account for a Dynamic Environment ..................................... 10 Dealing with the challenges involved in workforce planning .................................................... 12 References ..................................................................................................................................... 13 Appendix A ................................................................................................................................... 17 Appendix B .................................................................................
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... i. Zinc Users around the world 4. Market segments and positioning: j. Market segments in the industry k. Segments addressed by the subject company l. Positioning adopted in each segment 5. Products / Services strategies 6. Channel and Distribution strategies 7. Pricing Strategies: m. Pricing determinants for industry n. Pricing strategies of company 8. Place 9. Consolidated SWOT analysis of company’s marketing operations 10. Financial Scorecard 11. Operational Scorecard 12. Recommendations for the future 1. Introduction to the Company History * An integrated mining and resources producer of zinc, lead, silver and cadmium. * Hindustan Zinc (HZL) was incorporated from the erstwhile Metal Corporation of India on January 10, 1966 as a Public Sector Undertaking. * A subsidiary of Vedanta Resources PLC. The world's the world's largest integrated producer of zinc and second largest zinc producer and the third largest Zinc smelter in the world and are on the verge of breaking into the top 10 global Silver producers.. Present Status in Industry Vedanta an over US $ 8.2 billion, Vedanta Resources plc (“Vedanta”) is a London listed FTSE 100 diversified metals and mining major. The group produces...
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...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& concurrency control: Transactions, nested transactions, locks, optimistic concurrency control, time stamp ordering (12.1-12.7 of Text1) ...
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...Resource Planning (ERP) 9 4.3 Levels Of Strategy Within An Organisation And Linkage To Bi 11 4.3.1 The Corporate Level Strategy 11 4.3.2 Business-Level Strategy 12 4.3.4 Operational Strategy 13 4.3.5 Bi implementation strategies 14 4.3.5 Balance Scorecard (BSC) 15 5. The Macro Environment of Sensible Solution Ltd 17 5.1 Swot Analysis 17 5.2 Pestle Analysis 18 6. CONCLUSION/RECOMMENDATIONS 19 7. REFERENCES 21 LIST OF FIGURES Figure 1:Linking Sensible Solution Ltd strategy and goals with Business Intelligence 5 Figure 2:Linkage in Organisation & Functional Benefits of Business Intelligence 6 Figure 3:What business intelligence means in practice 7 Figure 4:The Road Map of BPM define the steps that the company needs to follow as a guide to ensure that the I.T Strategic has the same goals as business strategy 9 Figure 5:ERP integration of all departments within organisation 10 Figure 6:The Enterprise Data Model is the Foundation for Linking Strategy and Analytic Capabilities - it Links the Data to the Business Strategy 11 Figure 7:Business Strategy and BI capabilities 12 Figure 8:The layout of Corporate Strategy, Business Strategy and Operational strategy Links to BI 13 Figure 9:The BI Pathway Methods 14 Figure 10:Business intelligence development process flow from requirements through implementation. 15 Figure 11: The logic of the balanced scorecard 16 Figure 12: SWOT analysis 17 Figure 13 :PESTLE Analysis of Sensible Solution 18 LIST OF APPENDIX ...
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...is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. Selection of report topics, treatment of issues, interpretation and other editorial decisions for the Effective Practice Guidelines series are handled by SHRM Foundation staff and the report authors....
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...EMD) (Case Study) STUDENT NAME : Rituraj Saikia STUDENT ID : G1102894U LECTURER : Low Chin Yong WORDS : 3489 Table of Contents 1 Scope Of Environmental Management Strategy 3 1.1 The needs and expectations for development of an environment management strategy 3 1.2 The constraints under which the environmental strategy can be developed are identified 4 1.3 A clear and concise statement of environmental objectives 5 2 Determine Environmental Strategy Development Process 6 2.1 Principal stakeholders are identified 6 2.2 Stakeholders are consulted to obtain acceptance of the strategy development process 7 3 Identify Resources To Undertake Environmental Strategy Development 8 3.1 Resource requirements of the model/process adopted are identified in an accurate and comprehensive manner 8 3.2 Accurate detailed financial budgets are prepared within the scope of the strategy development 9 3.3 Human resource requirements for strategy developments: 9 3.4 Facilities and equipment needs for strategy developments are identified to ensure all requirements can be met on time 10 4 Identify Environmental Assets, Problems And Opportunities 10 4.1 Data are identified and collated in a comprehensive manner relevant to the scope and models accepted 10 4.2 Data are evaluated against the scope and model to identify needs for further data collection 11 4.3 Additional data are obtained to ensure a comprehensive data base is available for effective analysis 12 ...
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... Contact Hours: 45 hrs Work load: 3 hrs per week Credit Points: 3 Evaluation: Continuous Internal Assessment – 25 marks Semester End Examination -- 50 marks Objectives: This cour se is designed to help students to develop basic appreciation of quality concepts and learn the tools and techniques to achieve quality. It also gives the totally integrated effort for gaining competitive advantage by continuously improving every facet of an organization’s activities. Pedagogy : Lectures, Assignments, case studies, seminar, MODULE 1 Introduction to TQM: Various definitions of quality and TQM, Core concepts of quality, The masters of quality(W Edwards Deming, Joseph M Juran, Philiph B Crosby, Kaoru Ishikawa, Ginichi Taguchi, Shigeo shingo) Evolution of quality, The Total Quality Management Excellence Model, Strategic Quality Management, Lecture, Numerical Exercises on cost of quality, TPM 1. Basterfield H Dale and others, Total Quality Management, Pearson Education/PHI, Inc. 2006. 2. K.Shridhar Bhat Total Quality Management (Himalaya publishing house 2005). 3. Poornima M Charantimath, Total Quality Management, Pearson Education, 2003. MODULE 2 Continuous process improvement: Concepts of Kaizen, Kaizen vs. Innovation, Kaizen Strategy, House of Quality, Quality Function deployment, Quality Circles. Brain storming, Value analysis, Poka Yoke, Bench marking. Lecture, Case study on Kaizen ...
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...SITUATIONAL ANALYSIS 1 2.1 rEASONS BEHIND JV 1 3. PROBLEMS IDENTIFIED 2 3.1 STARTEGY ISSUES 2 3.2 STRUCTURAL 2 3.3 SYSTEMIC & HR 2 3.4 CULTURAL 2 4. CRITICAL SUCCESS FACTORS 3 5. DECISION CRITERIA 3 6. RECOMMENDATIONS 3 7. EVALUATION OF RECOMMENDATIONS 4 8. ACTION PLAN 5 8.1 SHORT TERM 5 8.2 LONG TERM 5 9. CONTINGENCY PLAN 5 1. EXECUTIVE SUMMARY The case study analysis explains at length about the challenges faced by Gentran Machinery’s JV in Hangzhou, China. Mr. James Thompson, President of GM Pacific wanted a review of the problems and recommendations from an on-site visit and had allocated the responsibility to Bill Stevenson. Mr Stevenson’s report has identified cultural barriers and associated issues as the major hindrance to the performance of the JV. There’s apparent lack of cooperation between two sets of managers and it is compounded because of mutual distrust. He also identified the legacy of Hangzhou Construction Factory, autocratic style of management & the traditional Chinese system of always going to the superior for decisions. We have developed strategy map and underlying issues were identified on the basis of reasonable inferences drawn from the interviews’ findings. Finally, recommendations have been evaluated and long-term and short-terms solutions to above issues have been listed. 2. SITUATIONAL ANALYSIS Gentran machinery is a global heavy...
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...they could not imagine losing control of it. The CEO's dilemma--were the gains of centralization worth the pain it could cause?--is a perennial one. Business leaders dating back at least to Alfred Sloan, who laid out GM's influential philosophy of decentralization in a series of memos during the 1920s, have recognized that badly judged centralization can stifle initiative, constrain the ability to tailor products and services locally, and burden business divisions with high costs and poor service.1 Insufficient centralization can deny business units the economies of scale or coordinated strategies needed to win global customers or outperform rivals. Timeless as the tug-of-war between centralization and decentralization is, it remains a dilemma for most companies. We heard that point loud and clear in some 50 interviews we conducted recently with heads of group functions at more than 30 global companies....
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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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