...AMITY UNIVERSITY AMITY SCHOOL OF COMMUNICATION (ASCO) BEHAVIOURAL SCIENCE PROJECT ON PROFESSIONAL TOOLS OF PUBLIC RELATION SUBMITTED SUBMITTED BY TO POULOMI ROY Ms. RITU SHARMA MJMC II ASSISTANT PROFESSOR (A2028811059) ACKNOWLEDGEMENT I, Poulomi Roy, student of Amity School of Communication, Amity University, Uttar Pradesh take this opportunity to express my profound gratitude and deep regards to the Director, Professor Mr. R.K Dargaon to provide me with an opportunity to work on this project. I will be ever grateful to my guide Professor Ms. Ritu Sharma, for her exemplary guidance, monitoring and constant encouragement throughout the course of this project. Without her help I would have never been able to complete this project. The blessing, help and guidance given by her from time to time shall carry me a long way in the journey of life on which I am about to embark...
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...company IBM basics The role of the ibmer A world of global citizens employees Investing in the IBMer ibmers in service Corporate Service Corps enters its third year communities Engagement, expertise and sustainable service environment Environmental sustainability, inside and out supply chain A holistic approach Governance Managing risk, maintaining trust public engagement Collaborating for societal progress 2009 performance Data summary 1 4 6 10 14 18 24 32 36 40 44 Samuel J. Palmisano Chairman, President and Chief Executive Officer It was at the height of the economic crisis in 2008 that IBM introduced the idea of a smarter planet. To some, this might not have seemed the most propitious moment to launch such an ambitious strategic initiative. However, we strongly believed there was an opportunity to address exactly the problems and challenges that were then gripping the world. Now it is nearly two years later and events have, if anything, strengthened this belief. The idea of a smarter planet is speaking powerfully to forward-thinking leaders and citizens around the world. It is opening up a growing global dialogue and generating thousands of innovative ideas. Hundreds of our clients have seized upon new capabilities to build smarter systems, and are achieving measurable benefits for their companies, communities and cities. Without question, this response is proving beneficial to IBM’s business. However, the phenomenon of a smarter planet is about much more than enhancing...
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...a large corporation like BP would be penalized greatly from an oil spill of the magnitude. Once the announcement was made of the spill, BP leadership was quick to shirk responsibility and circumvent its safety policies and practices which led to one of the greatest man-made ecological disasters the world has ever known. Prior to the spill, the leadership values and culture at BP are obvious. Their focus was on reducing costs and meeting tight time-lines at the expense of safety. The former BP CEO resigned voluntarily. What leadership values or traits changed as a result of the disaster at BP? Did the new CEO set forth a path of leadership change or rather simply pacify the media? The Gulf oil spill forced a rapid increase in fuel prices in the country. In one quarter during 2010, BP earned enough profit to cover the expenses associated with the spill, including the associated litigation. One astonishing fact is that, upon exiting, the (supposedly) punished CEO was given a settlement of over 100 million dollars from BP. What leadership changes have occurred as a result of this tragedy? Not much, why? Limited financial consequences for BP have brought about very little change in leadership traits, leadership values, and ultimately leadership behavior. This has continued at a time when the oil industry’s lobbying has resulted in continued U.S. government subsidies for large and powerful companies while they sustain record profits (over 150 million annually). Given the lack of...
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...Business Environmental Audit Critically assess the strategic Direction of the Nike brand William Hanrahan (060953199) ACE1004 Introduction to Management Contents 1.0 Executive Summary 2.0 Introduction 3.0 Nike 3.1 History 3.2 The Market 3.3 Industry Analysis 3.4 Trouble Ahead for Nike? 3.5 Nike Advertising 3.6 Brands of Choice 3.7 Nikes other Brands 3.8 Targeting New Markets 3.9 Financial Performance 4.0 External Market Drivers 4.1 Political Drivers 4.2 Economic Drivers 4.3 Socio-Cultural Drivers 4.4 Technological Drivers 4.5 Environmental Drivers 4.6 Legal Drivers 4.7 Charity Work 5.0 Competitive Environment 5.1 Porter’s Five Forces 5.2 Competitor Analysis 5.3 Nike vs. Fake Goods 5.4 Stakeholders 5.5 Stakeholder Mapping 6.0 The Brand 6.1 Competitive Advantage 6.2 The Swoosh 6.3 Routes to Competitive Advantage 6.4 Ansoff Matrix 7.0 Conclusions 7.1 Swot Analysis 8.0 Recommendations 8.1 Reflection 9.0 Portfolio of Information Sources 9.1 Primary Sources 9.2 Secondary Sources 1.0 Executive Summary Nike was founded in 1972 by Philip Knight and Bill Bowerman. Bowerman is well known in America as the University of Oregon coach. He brought jogging to America, built an unrivalled track and field program at that university, and taught his athletes to seek the competitive advantage everywhere - in their bodies, their gear and their passion. The Marketing men at Nike would like us believe that the brand is more than a product, it is an experience that we are buying into. Wherever...
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...also been obtained from critical write-ups in the business magazines on the fall of multinationals. Findings – A wide range of interpretation has been given by various groups of people on their understanding of the phrase “true and fair”. This has created great confusion as to the interpretation of the audit reports. This has been proven by the fall of many multinationals and the audit pioneers, Andersens. This is one of the causes of audit fraud and it is also seen that as the auditors face an enormous challenge as they enter the twenty-first century, they should be willing to change their attitudes towards their clients. Professionalism should be in the forefront, and an overhaul in the concept of “true and fair” could probably be the solution to harmonisation of the economy. Research limitations/implications – This paper lacks statistical data on the views of the authors. It is based purely on secondary data. Practical implications – Provides awareness to the auditors, corporations and general public on the necessity...
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... | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities expected to be crucial in the uncertain decades ahead. Eight general categories of leadership attributes have been identified as essential for the future. Those who possess or are developing these competence sets are Renaissance Leaders, individuals who are different and make...
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...chapter, you will be able to Explain the importance of effective communication to your career and to the companies where you will work Describe the communication skills employers will expect you to have and the nature of communicating in an organization by using an audience-centered approach Describe the communication process model and the ways that social media are changing the nature of business communication 4 5 List four general guidelines for using communication technology effectively Define ethics, explain the difference between an ethical dilemma and an ethical lapse, and list six guidelines for making ethical communication choices Learning Objectives. Visit mybcommlab.com to apply what you’ve learned in Document Makeovers and interactive simulation scenarios. MyBcommLab Test your mastery of this chapter and its COMMUNICATION CLOSE-UP AT TOYOTA www.facebook.com/toyota Imagine that you’re in the market for a new car and...
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...Tools and Techniques Practitioners and Experts Evaluate KM Solutions This page intentionally left blank Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions Edited by Madanmohan Rao AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2005, Elsevier Inc. 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) 1865 843830, fax: (+44) 1865 853333, e-mail: permissions@elsevier.com.uk. You may also complete your request on-line via the Elsevier homepage (http://elsevier.com), by selecting “Customer Support” and then “Obtaining Permissions.” Recognizing the importance of preserving what has been written, Elsevier prints its books on acid-free paper whenever possible. Library of Congress Cataloging-in-Publication Data Rao, Madanmohan. KM tools and techniques : practitioners and experts evaluate KM solutions / Madanmohan Rao. p. cm. Includes bibliographical references...
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...It further reports that we no longer can maintain a fragmented, reactive approach to sustainability and CSR activities. "Companies can choose to see this agenda as a necessary evil—a matter of compliance or a risk to be managed while they get on with the business of business—or they can think of it as a novel way to open up new business opportunities while creating value for society." Now, taking the perspective of Goldman Sachs, they very beautifully state that the social responsibilities of a company is not just about reducing environmental footprint. They emphasize on a research at both the corporate and university level that we are at the doorstep of this next generation of employees and consumers that have specific needs at work and which are significantly different from the previous generations. Amongst these is a desire to align personal and corporate values. In order to attract and retain this group, they believe that companies need to provide rewards beyond financial gain. Other examples : This paradigm market shift towards understanding its social responsibilities is reflected in the practices of many of the Fortune 500...
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...P A R T I Discovering Momentum 1 1 The Power of Momentum Where’s the Impetus? Momentum. Most businesses get it at some point: the impression that everything they undertake succeeds effortlessly, as if they’re being carried along by a tailwind that increases their efficiency and propels them on to exceptional growth.1 Some hold on to it. Most don’t. Slowly, imperceptibly, the tailwind turns around and the momentum disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on safe ground—after all, your company is doing better than the competition. But the analyst is in full gimlet-eyed, illusion-killing mode. “That’s nothing to crow about,” she says. “Yeah, you’ve got reasonable growth, but it’s nothing exceptional. You’re a safe bet, nothing more. Okay, I might tell my mom to buy, but 3 The Momentum Effect then she’s happy with inflation plus one. The way we see it, you’re really grinding it out. We reckon the strain’s getting harder, too. There’s no impetus—no momentum.” Words like that can really take the gloss off a day. The next time you gather your team, you don’t congratulate them on beating their targets—you...
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...qwertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfgh jklzxcvbnmqwertyuiopasdfghjklzxcvb AF301 ACCOUNTING THEORY nmqwertyuiopasdfghjklzxcvbnmqwer & APPLICATIONS tyuiopasdfghjklzxcvbnmqwertyuiopas dfghjklzxcvbnmqwertyuiopasdfghjklzx Group Seminar Report cvbnmqwertyuiopasdfghjklzxcvbnmq TOPIC:2 – CORPORATE SOCIAL wertyuiopasdfghjklzxcvbnmqwertyuio & ENVIRONMENTAL REPORTING pasdfghjklzxcvbnmqwertyuiopasdfghj klzxcvbnmqwertyuiopasdfghjklzxcvbn mqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmrty uiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdzxcvbnm STUDENT NAME MELISA SINGH ASHVINI SAHAYAM SHABINA FARNAAZ SHANEEL PRASAD KRITHNEEL SINGH TOTORIAL DAY / TIME TUTORS NAME GROUP MEMBERS STUDENT ID NUMBER S11066108 S11065177 S11065043 S11065627 S11065615 THURSDAY 8 – 10AM MISS FAZEENA HUSSAIN TABLE OF CONTENTS DECLARATION OF ORIGINALITY ........................................................................................... 3 ACKNOWLEDGEMENT .............................................................................................................. 4 IMPORTANCE OF ACCOUNTING FOR SOCIAL AND ENVIRONMENTAL ISSUES ......... 5 INTRODUCTION .......................................................................................................................... 6 THEORETICAL UNDERPINNING ...........................................
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...A Review of Business–University Collaboration Professor Sir Tim Wilson DL February 2012 Preface Just as castles provided the source of strength for medieval towns, and factories provided prosperity in the industrial age, universities are the source of strength in the knowledge‐based economy of the twenty‐first century. Lord Dearing, September 2002 The words of Lord Dearing continue to ring true. The economic and social prosperity of the UK depends upon a healthy knowledge‐based economy. In our globally competitive economic environment, never before has there been a greater need for a talented, enterprising workforce, for constant innovation in product and service development, for a thriving culture of entrepreneurship, for dynamic leading‐edge scientific and technological development and for world‐class research that attracts investment. In collaboration with business, and with the support of government, the UK university sector has the capability to fulfil Lord Dearing’s vision: to be the source of strength in the UK’s knowledge based economy of the twenty first century. Universities are an integral part of the skills and innovation supply chain to business. However, this supply chain is not a simple linear supplier‐purchaser transaction; it is not the acquisition of a single product or service. This supply chain is multi‐dimensional, it has to be sustainable, and it has to have quality, strength and resilience. These attributes can only be secured through close collaboration...
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...i STRATEGIC HUMAN RESOURCE MANAGEMENT ii For free online support material please go to the Kogan Page website: www.koganpage.com/strategichrm Password: SHRM53756 iii STRATEGIC HUMAN RESOURCE MANAGEMENT A GUIDE TO ACTION 4TH EDITION Michael Armstrong London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 1992 as Human Resource Management: Strategy and Action Second edition published as Strategic Human Resource Management: A Guide to Action 2000 Third edition 2006 Reprinted 2006 Fourth edition 2008 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers...
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...[Pick the date] [Pick the date] Business Psychology Individual Assignment Business Psychology Individual Assignment Prepared by – Dashny Sarvaloganayagan Lecturer – W.M.S. Rambadagalla Unit code – F/601/1027 Batch No – 13 Edexcel No – GI 18931 American College of Higher Education, Kandy Prepared by – Dashny Sarvaloganayagan Lecturer – W.M.S. Rambadagalla Unit code – F/601/1027 Batch No – 13 Edexcel No – GI 18931 American College of Higher Education, Kandy Contents Plagiarism Acknowledgement Introduction 1.1 Major theoretical approaches 1.2 Assess the contribution of a scientific approach to investigating workplace behaviour 1.3 Assess strength & limitations of qualitative & quantitative approaches to understand the workplace behaviour 2.1 Describe the type of individual differences which have been the subject of assessment 2.2 Assess the usefulness of psychometric instruments with particular references to reliability and validity 2.3 Make justified communications for the use of two types of measures of individual differences in making business decisions 3.1 Use the theory to explain human reactions to change 3.2 Make justified recommendations for implementing change in selected organization 3.3 Make justified...
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...Dissertation REPORT ON IMAGINATION AT WORK For PARTIAL FULFILLMENT FOR THE AWARD OF THE DIPLOMA OF POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM) SUBMITTED TO SUBMITTED BY Prof. (Dr.) Neeran Gautam Director, UIMS Mr. Amit Sinha Enrollment No. UIMS-PGDM-10-005 Batch: 2010-2012 [Type text] [Type text] PREFACE As a part of my syllabus of PGDM programme in Final year, I was assigned some Practical and theoretical project work. Study of management will be immaterial if it is not coupled with study of financial aspect of the business. It gives the student an opportunity to learn the connection between comparison & execution to test & verify application of theories & help in the comparison of management theories and practice. The study gives a chance to know about the profitability and financial position of the firm. I have chosen General Electrics which is a $14.2 Billion Global company in Information Technology Services, R&D Services, and Business Process Outsourcing. This report contains the analysis of the 8 years data of the company. In the Scenario Analysis of the company we have included the company’s industrial GDP, its Market Share, Market Capitalization, Market Growth, HR policy etc. some other reason of choosing this segment are; Highly versatile & innovation oriented sector Large number of employees are working Highly challenging job opportunities High growth opportunities Work on international project Platform to show the difference dimension...
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