...America. Duration: From January 06, 2011 till Date Description of the Assignment Oracle Corporation is the world's leading supplier of software for information management and the world's second largest independent software company. Oracle Global Financial Information Centre (GFIC) is based in Bangalore and provides services for Oracle's in-country operations across the world like Accounts Payable, Accounts Receivable, Cash Applications, Order Management, Credits and Collections, FP & A, Purchasing and all other financial services. Responsibilities include Resource Management, Process Management, Release Management, Requirement analysis, strategy formulation, test planning and implementation, causal analysis, auditing, provide training and mentoring. Applications Used: * Oracle latest environment R12 Application. * Trained on full Order Admin and Support process of Oracle 11i software Roles and Responsibilities * Expertise in the Renewal Process for Sun and Oracle License & Support. * Work for Global Countries and...
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...any other stream has an ambition to obtain a challenging job in a company of repute (a brand name) and make a successful career. The eligibility of any student for campus placement although decides on the basis of his current and past academic performance (i.e. 10th and 12th marks) but his success in the interview is mainly depend on the technical knowledge and mostly on presentation / communication skill/general awareness. This implies the importance of soft skill knowledge at this stage. Basic campus placement activities conduct in three phases. 1. Technical or subject Test 2. Group discussion 3. Personal Interview A group discussion or GD conducted to test following skill of the candidates. • Interpersonal skill-listening, speaking, receptiveness, team spirit etc. • Clarity of thoughts-knowledge and ability to link known fact • Communication skill- coherence And the interview process to evaluate the candidate on various aspects such as goal, attitude, and motivational level ability to react the situation etc. This also helps company to assess the cultural fit between the company and students. This paper will elaborate on exact soft skill required for the students who are ready for placement i.e. final or pre final year students of the college based on four important factors, mainly knowledge, attitude, skill and practice INTRODUCTION With the changing educational trends, versatility in educational...
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...|Management Sciences | |Sr. No. |Core Areas |Percentage | |1. |Finance |10% | |2. |Accounting |10% | |3. |Marketing |15% | |4. |Management |15% | |5. |Business Maths |10% | |6. |Business Statistic |10% | |7. |HRM |10% | |8. |Business Communication and Report Writing |10% | |9. |Micro Economics ...
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...for CPA Australia’s practical experience requirement. It provides tailored guidance for mentors who are registered in CPA Australia’s practical experience requirement. The booklet and contents should not be used for any other purpose. CPA Australia, the publisher and the author of this booklet take no responsibility for any loss incurred by any person who relies on guidance offered in this booklet. Legal notice Copyright CPA Australia Ltd (ABN 64 008 392 452) (“CPA Australia”), 2010. All rights reserved. Save and except for third party content, all content in these materials is owned by or licensed to CPA Australia. All trade marks, service marks and trade names are proprietory to CPA Australia. For permission to reproduce any material, a request in writing is to be made to the Legal Business Unit, CPA Australia Ltd, 385 Bourke Street, Melbourne, Victoria 3000. CPA Australia has used reasonable care and skill in compiling the content of this material. However, CPA Australia and the editors make no warranty as to the accuracy or completeness of any information in these materials. No part of these materials are intended to be advice, whether legal or professional. Further, as laws change frequently, you are advised to undertake your own research or to seek professional advice to keep abreast of any reforms and developments in the law. To the extent permitted by applicable law, CPA Australia, its employees, agents and consultants exclude all liability for any...
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...ADMN 233 Assignment 3 Part 1 Routine E-Mail Messages and Memos 25 marks (Questions 1 and 2) Refer as needed to material in Chapter 8. Read the instructions for each activity. Answer all questions clearly and concisely. Include examples to support your answers. Activity A – Routine memo Read the following scenario and respond to the question that follows. Scenario 1: Performance Assessment Judith Halls, Manager of Human Resources at The Maritime Fish Packing Cooperative, wrote the following first draft of a reply memo. | The Maritime Fish Packing Cooperative | |Interoffice Memo | | | |Date: December 4, 2009 | | | |To: Michael Foreman, President ...
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...ASSIGNMENT # 01 Roles and Responsibilities of Managers and Directors MBA 03 Submitted to: Sir Sahaab ul Din Submitted By: Shahzaib Khan Reg #; SP13-MBA-13 Submission Date: 3rd February, 2014. Roles and Responsibilities of Management A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker. Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories: * Interpersonal: This role involves human interaction. * Informational: This role involves the sharing and analyzing of information. * Decisional: This role involves decision making. These are basics roles which are basic of any manger and followed in Pakistan as well. 1) Fundamental Management Responsibilities in Pakistan: i. Managers are primarily responsible for: * ensuring the development, performance, and conduct of each employee working in the organizations; * defining clear goals and courses of action to subordinates, and following up to ensure that these are carried out; * ensuring the well-being and progress of the personnel in their groups; * fostering good working relationships; * displaying integrity...
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...ASSIGNMENT # 01 Roles and Responsibilities of Managers and Directors MBA 03 Submitted to: Sir Sahaab ul Din Submitted By: Shahzaib Khan Reg #; SP13-MBA-13 Submission Date: 3rd February, 2014. Roles and Responsibilities of Management A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker. Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories: * Interpersonal: This role involves human interaction. * Informational: This role involves the sharing and analyzing of information. * Decisional: This role involves decision making. These are basics roles which are basic of any manger and followed in Pakistan as well. 1) Fundamental Management Responsibilities in Pakistan: i. Managers are primarily responsible for: * ensuring the development, performance, and conduct of each employee working in the organizations; * defining clear goals and courses of action to subordinates, and following up to ensure that these are carried out; * ensuring the well-being and progress of the personnel in their groups; * fostering good working relationships; * displaying integrity...
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...ENGLISH 221: Technical Writing Fundamentals PRINT OUT—PRINT OUT-- PRINT OUT—PRINT OUT-- PRINT OUT If you have any questions about the syllabus, please post them in the Main Classroom. Susan Colebank scolebank@email.phoenix.edu (University of Phoenix) susancolebank@gmail.com (back-up; do not CC this address when you e-mail me at my UOP address) COURSE NUMBER: ENG221 COURSE TITLE: Technical Writing Fundamentals COURSE START DATE: 1/17/12 COURSE END DATE: 2/20/2012 FACILITATOR AVAILABILITY I am in the Classroom five days of the week: Sunday, Monday, Wednesday, Thursday, and Friday. I am on in the morning and then again at night, with the afternoon set aside for telecommuting and taking care of my daughter. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside this timeframe, you should not hesitate to do so via my University of Phoenix e-mail. I HIGHLY RECOMMEND e-mailing me with your questions or concerns, since it is best to document our conversations with a paper trail. I have yet, in nine years of being a UOP instructor, found a student who has a question or concern that couldn’t best be discussed via e-mail. If you need to call me, then please e-mail me first to schedule a time and to leave your phone number. For emergencies, when you are not able to gain access to messages on the Online Learning System (OLS), please send a message to...
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...1. Barriers to effective communication A. Physical barriers Internal structure of the organization and layout of office machines and equipments creates physical barriers in communication a. Distance: – communication is found obstructed in long distance. Like communication between America and Nepal. b. Noise: – it is from external sources and affects the communication process. Noise negatively affects the accuracy c. Physical arrangement: – the physical arrangement of organizational sources like men, money, material and machine obstruct the communication process. B. Semantic barriers The use of difficult and multiple use of languages, words, figures, symbols create semantic barriers. a. Language: – we can find some words having different meaning. As meaning sent by the sender can be quite different from the meaning understood by the receiver. Long and complex sentences creates problem in communication process. b. Jargons: – technical or unfamiliar language creates barriers to communication that may be drawn from the literature. So message should be simple and condensed as far as possible so that no confusion creation will be there to the receiver. C. Organizational barriers It is raised from the organizational goals, regulations, structure and culture. a. Poor planning: – it refers to the designing, encoding, channel selection and conflicting signals in the organization. b. Structure complexities:- difficult organizational structure...
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...Career Development Plan Summary HRM/531 March 7, 2011 Anita Orozco Kudler Find Foods (KFF) has recently promoted me to a midlevel manager in the accounting department. Kathy Kudler, the founder, has decided to restructure the accounting department and will require hiring additional personnel that entails training for new and current employees. Kathy is considering a better method for appraising the team’s performance. This proposal will include the job descriptions and qualifications for five new positions, a new training program that enhances the skills and qualifications of new and current employees, methods for evaluating employee and team performance (including a progressive discipline process), challenges of the team performance, incentives and benefit packages, strategies for managing employees’ career development, and a fair and appropriate compensation plan. Job Descriptions and Qualifications Kudler Fine Foods will be restructuring the accounting department. The accounting clerk positions will be eliminated altogether. The accounting department will be divided into five new positions including a first level management position. The accounting department will consist of an accounting manager, two accounts payable specialist, an accounts receivables/cash applications specialist, and a staff accountant. The job description and qualifications of each position is as follows: Accounting Manager Job Description: Responsible for all areas relating to financial...
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...supply manager of Organization X has strongly suggested that the contract will not be extended fact, be offered to another organization. The problems have been traced to your department/section. One of your team members tardy in processing the orders and sending them through to the necessary supply department when representatives from Organization X have contacted the team member to confirm about delivery times, they have received vague assurances, but the goods ordered have either on time , or the orders have not been fully made up. How would you handle these problems, keeping several things in mind? * the organization should have explicit and well communicated performance standards * employees should receive appropriate training * employees...
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...Business Submitted To Ludmila Musalova Submitted By Date of Submission: Table of Contents Introduction 3 1.1 Own Responsibilities and Performance Objectives 3 1.2 Effectiveness in Meeting the Performance Objectives 4 1.3 Recommendation for Improvement of Performance Objectives 4 1.4 Motivational Techniques to Improve Quality of Staff Performance 5 2.1 MEMO Writing to All Colleagues Outlining the Solutions to Work Problems 6 2.2 Types and Levels of Communication 7 2.3 Effective Time Management Strategies 8 3.1 Different Roles People Play in Team and Their Effectiveness 8 3.2 Analysis of Team Dynamics 10 3.3 Forwarding Alternatives Ways of Achieving the Assigned Task Set by Line Manager 11 4.1 Methods to Solve Work Based Problems 11 4.2 Appropriate Strategy for Solving Problems 12 4.3 Advantages and Disadvantages of Compromise and Collaboration 12 Conclusion 13 References 14 Introduction Before entering the job market it is required to sharpen employability skill. To develop employability skills, identifying and improving the understanding of the responsibilities and performance in the workplace. Interpersonal and transferable skills are inevitable in working with dynamic team. The manager shall also hone leadership and communication skills. Identification, analysis of problem, formulating appropriate strategy, executing the plan perfectly and evaluating the result with desired result through reflective practices are also inevitable element of employability skills...
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...Procedure 2. Recruitment and Selection Framework A. Overview of the process B. Review the job and the need for it C. Search Committees D. Flow Charts 3. Request for Personnel Action 4. Advertising A. Job Posting B. Employee Priority Posting 5. Selection Process A. Screening Applications B. Arranging the Interview C. Interviewing D. Selection Tests E. Hiring Decision F. Reference Checks G. Background checks H. Pre-employment Drug Screening I. Disqualifications J. Employment Offer K. Post Interview Follow-up 6. Positions Requiring A Search Committee A. Selecting Committee Members B. The Role of the Chair and the Committee C. Hiring Decision D. Communication with Candidates E. Search File September 20, 2007 Edition APPENDICES APPENDIX 1: Position Management Form APPENDIX 2: Candidate Criteria Chart (example) APPENDX 3: Interview Schedule (example) APPENDIX 4: Guidelines for Developing Interviewing Questions APPENDIX 5: Questions to Avoid During the Interview APPENDIX 6: Examples of Acceptable/Discriminatory Questions APPENDIX 7: Questions to Ask Supervisors/Managers APPENDIX 8: Questions to Ask Support Staff APPENDIX 9: Behavioral Interviewing Questions APPENDIX 10: Employment Reference Request APPENDIX 11: Education Verification Checklist 1. PURPOSE OF THE PROCEDURE Recruiting and selecting the right people is paramount to the success of Valdosta...
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...Course Syllabus SCBSIT0810 Technical Writing Fundamentals: ENG 221 Course Start Date: 03/08/2011 Course End Date: 04/05/2011 Campus/Learning Center: Schaumburg Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is considered the ruling document. Copyright Copyright ©2009 by University of Phoenix. All rights reserved. University of Phoenix© is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft©, Windows©, and Windows NT© are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Facilitator Information Susan Smillie smillies@email.phoenix.edu (University of Phoenix) srsmillie@yahoo.com (Personal) 630-833-5758 (CST) Facilitator Availability I will be available in...
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...Effective Communication Tomas Gonzalez CJA/304 February 19, 2013 Oscar Ruiz Effective Communication Effective communication is vital in a law enforcement setting. Without effective communication important information cannot be properly disseminated. Without the proper communication skills, especially in written communication, every piece of information will be passed along to where it needs to go in full detail. It is important to have a complete understanding of the process of verbal and nonverbal communication and the associated components of each. Discerning the difference between listening and hearing in communication is also vital for effective communication. In is important to know the formal and informal channels of communication in any criminal justice organization. Even with knowing the proper communication skills there is still room for improvements and strategies that can be implemented to overcome communication barriers within criminal justice organizations. Verbal and Nonverbal Process of Communication Communication is a process of events that take place in order for information to get from one person to another. In verbal communication the information is shared through speaking. Speaking alone is not the only skill one must possess in order to effectively communicate. Knowing how to properly speak so that all necessary information is verbally passed from one person to another is a skill that takes time to learn and even more time to master. There are...
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