...FSR Search 2-8 Victoria Avenue London United Kingdom EC2M 4NS +44 20 3287 2640 John Douglass Male, Single, Bahrain Recruiter Notes John Douglas is a veteran expert in compensation areas. With proven track record and expertise in compensation related areas ? we are delighted to present his CV to Al Marai. Although his age might be a concern as per the Saudi laws but he is very optimistic and interested in working with Al Marai. Please note that John has been interviewed previously by Al Marai. CR Covering Note In July 2012 I finished up my assignment as Head/Compensation & Benefits with Tatweer Petroleum in Bahrain. The drive to nationalize coupled with increasing pressure from the company?s joint venture partners to improve financial performance have led to the departure of numerous highly compensated expats, including me. I am now back in the market looking at full-time employment and consulting opportunities, e.g. the following: ? Am open to senior non-management HR roles, with emphasis on compensation and performance management development, in the USA, the Middle East/GCC, and worldwide. ? Vice-President (VP)/Director of Human Resources for small to mid-sized organizations ? VP/Director/Manager of Compensation & Benefits/Performance & Rewards ? Human Resources consulting; available for projects on an independent ?associate? basis; join ?delivery? team of a blue chip global consulting firm; conduct training workshops related to special HR strengths. I have remained...
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...Abu Dhabi University College of Business Administration Master of Business Administration Program Master of Human Resource Management Program Fall Term B Semester AY2013-2014 Course Name: Organizational Behavior Course Code: MGT514 Instructor’s Name: Dr. Mohamed Behery Done by: Asma Al Darmaki 1039949 Aysha Al Dhaheri 1031700 Noura Al Alawi 1031350 Aysha Al Shamisi 1012981 Najla Al Otaibi 1038068 LEADERSHIP AND WOMEN CAREER SUCCESS: THE GLASS CEILING EFFECT WITHIN THE UAE CEDARS - Jebel Ali International Hospital TABLE OF CONTENTS INTRODUCTION 3 Problem statement 3 Significance of the study 3 STUDY ORGANZIATION: CEDARS - Jebel Ali International Hospital 5 LITERATURE REVIEW 5 An introduction to Leadership: 5 DIFFERENT STYLES OF LEADERSHIP 6 Authoritarian Type of Leadership: 6 Democratic Leadership style: 7 Laissez-Faire Leadership : 8 The underlying concept of Glass Ceiling Effect : 9 Women Leadership Styles and Female Career Advancement 12 Relationship between Leadership Style and Glass Ceiling Effect in connection with women career 14 RESEARCH METHODOLGY AND SAMPLING TECHNIQUE 16 ANALYSIS AND FINDINGS OF THE RESEARCH: 17 Section 1: Leadership Style 17 Section 2: Perceived Glass Ceiling Effect in context of CEDARS 20 Section3: Women Career Pathways 24 CONCLUSIONS AND RECOMMENDATIONS 29 REFERENCES 31 TABLE OF FIGURES Figure 1: Authoritarian Leadership style 16 Figure 2: Democratic Leadership style questionnaire...
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...S w 9B09A017 DABUR INDIA LTD. - GLOBALIZATION R. Chandrasekhar wrote this case under the supervision of Professor Niraj Dawar solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2009, Ivey Management Services Version: (A) 2009-06-10 INTRODUCTION In June 2007, consumer packaged goods (CPG) companies around the world were optimistically betting on growth in India. Dabur India Ltd. (Dabur) was among the top 10 CPG1 companies in India by revenue (see Exhibit 1). Dabur’s chief executive officer (CEO), Sunil Duggal, was bullish on the Indian market, yet he was also convinced of the imperative to internationalize. Scheduled to meet soon with a group of institutional investors to brief them on the company’s growth strategy, Duggal had to...
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...Mga Salik na Nakakaapekto sa mga Unang Taong mag-aaral na kumukuha ng Accounting: Batayan sa Akademikong Performans Isang Pamanahong Papel na iniharap kay Bb. Jillan E. Suclan Colegio San Agustin – Bacolod Bilang Bahagi ng Pagpapatupad sa mga Pangangailangan sa Asignaturang Filipino 102 Miyembro: Patricia Ana Pama Rizza Jane Quilla Joseph Delton Lumayno Fercival Blancia Rey Joshua Delfin Marso 2013 KABANATA I A. PANIMULA Sa propesyon ng accounting, importante ang magkaroon ng kritikal na pag iisip. Ito ay dahil ang mga trabaho sa propesyong ito ay nangangailangan ng sapat na kakayahan upang maisagawa ng maayos ang kung ano mang trabahong papasukan sa kursong ito at dahil ayon kay Paul Conant (2008), ang Accounting ay higit na mas mahalaga ngayon dahil na rin sa paglitaw ng mga pampublikong kumpanya upang maprotektahan ang pinaghirapang pera ng mga nagi-invest dito. Dahil dito, atensyon, oras at malalim na pagiisip ang ginugugol ng bawat estudyante upang makatapos at makapasa sa kursong ito. Sa pag-aaral at pagkuha ng kursong ito, marami ang dapat isakripisyo. Karamihan sa iyong oras ay dapat igugol sa pag rereview o pag aaral ng maaga sa mga aralin, at pagminsan ay nasasakripisyo din ang oras sa pagtulog dahil sa pagaaral. Dahil dito, anumang salik na nakakaapekto sa kakayahan o atensyon ng mag aaral sa pag aaral ay dapat iwasan o pagtuunan ng pansin, depende sa epekto nito sa mag aaral. Maraming salik ang makakaapekto sa akademikong performans...
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...Q: Tell me something about yourself ? Sure My pleasure! I am a highly astute, energetic and team spirited professional with over 12 years of experience in diverse facets of food business operations. Starting from my most recent job. I was Senior Finance Analyst in Pepsi Foods Canada that is $2.5billion dollar business where I was personally responsible for providing strategic financial support to business leaders for both Frito and Quaker businesses. My strong technical skills and collaborative work approach supported the business to achieve $2million incremental profit in 2012 and that was highly appreciated by PepsiCo Controller. Before Pepsi Canada, I worked as Financial Analyst in CIBC that broaden my horizon and helped me gain confidence to adjust quickly in new business environment with difference dynamics. Before CIBC, I worked as Manager Financial Analyst with Pepsi International from 2010 to 2012 where I was responsible for providing business advice and financial counsel to the VP Sales and BU Controller. 11 staffs were reporting to me. I got two PepsiCo Annual excellence award for my outstanding contribution in growing business by 10%. The Pepsi market share touched 60% during that time. From 2007 to 2010, I worked as Risk Assessment Manager in PepsiCo International. It was a billion dollar business. I was responsible to support business owners in managing business risks and controls. I trained and influence different functional teams while leading the implementation...
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...Dewan India. CONSUMER PACKAGED GOODS – INDUSTRY BACKGROUND CPGs were packaged household groceries and supplies consumed readily and regularly, including foods, personal care products and detergents, among others. The CPG industry comprised manufacturers, wholesalers and retailers. A broad spectrum of competitors prevailed, from standalones occupying niches to integrated firms straddling the continuum. Globally, profit margins were generally low for CPG companies, and their business models emphasized cutting costs, and chasing volumes and elusive top‐line growth. Three factors usually influenced a consumer’s decision to buy a CPG : price, brand loyalty and impulse. In most developing countries, including India, CPG was a local business dominated by small indigenous players at provincial levels. Very few graduated to national status. Manufacturing was generally outsourced and retail channels were shared. Distribution was a key success factor in the business. In the developing markets, there were almost no CPG firms that played on the global stage. It was not easy to create universally appealing brand positions or product assortments and run far‐flung, people‐intensive retail operations. Having acquired a place among the top 10 CPG companies in India, Dewan was attempting what few other CPG companies from emerging markets had attempted to do : become an international company...
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...MARK977 Research for Marketing Decisions The impact of demographic backgrounds (Age, Gender, and Job Seniority) on the security/stability career anchor of IT employee in Dubai Adnane Azwaou 4932080 Meryem Berrada Bousairy 4947733 Youness Chawad 474414 Inaame Hamdoune 4932705 Supervised by Dr. Kathy Ning Shen Spring 2015 Executive Summary The objective of our research is to determine the impact of demographic background on the security/stability career anchor of IT employee in Dubai. The conceptual framework of our research was based on secondary data: a literature review on available theory and published articles of famous researcher and author. All of these allowed us to come up with three main hypotheses: (1) Does gender have a significant impact on security/stability anchor (2) Does job seniority have a significant impact on security/stability anchor (3) Does age have a significant impact on security/stability anchor. These hypotheses were testes thanks to quantitative research. A survey was distributed on different IT people in our department companies. We review some significant articles of Schein, Delong, ad Thomas. Thanks to the research study to determine the impact of demographic background on the security/stability career anchor of IT employee in Dubai, moreover; come up with interesting findings and results. To analyze the data collected through the survey, we have used SPSS (t-test). We end up with a conclusion where job seniority, gender and age have no impact...
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...Title CORPORATE GOVERNANCE AND THE ROLE AND INTERNAL AUDIT WITHIN HIGHER EDUCATION IN UNITED ARAB EMIRATES (UAE) Why I am interested in this area I am working as Senior Internal Auditor in the Education Industry from last 4 years and for this reason, I consider it as a great opportunity to explore and research, that, any importance is available and provided in this aspect or not and what are the preventive and mitigating measures taken by the Institutions to overcome towards any shortfalls or problems. The term “Corporate Governance” is relatively new in this area and specially in the field of Education and it will not only be a great learning curve for me but will also help me understand the Industry practices, and for sure it will help towards my future development and getting more experience in this field. Introduction to the focus of study Similar to the counterpart of the industries, Educational institutes are facing increasing demand for accountability. Students for example requires a strong institutional commitment towards their future growth and quality teaching, agencies and donors requires assurance that institutions are contributing towards public good moreover they are also concern about the correct utilization of their funds/ donations i.e. are they being utilized according to their desires and requirements. For government and related agencies, they are concern with the implementation of regulations and other procedures. Alumni want an assurance...
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...dubaiThe current issue and full text archive of this journal is available at www.emeraldinsight.com/1753-8335.htm JPMD 1,1 Dubai – a star in the east A case study in strategic destination branding Melodena Stephens Balakrishnan University of Wollongong in Dubai, Dubai, United Arab Emirates Abstract Purpose – Worldwide approximately 200 national economies are competing in the destination market. In 2006, global government and capital expenditure exceeded US$1,480 billion making destination branding an important concept that still remains fragmented and unplanned. Dubai, an emirate of the UAE in the Middle East has been chosen as a case study to explain some elements of successful destination branding. This paper aims to apply a framework developed by Balakrishnan to explain areas of caution when competing in an international market where success is also partially dependent on the macro-environment. Design/methodology/approach – The framework was developed by reviewing literature on destination, place, corporate, product portfolio and service branding. The framework was tested using case study methodology. Secondary research was primarily used to develop the case. Findings – There is a strong fit with the model suggesting that destinations can use this as a basis for continuity in strategy even as governments change. Based on the analysis and review; a checklist for destination branding strategy was recommended. Research limitations/implications – Since, this study depends...
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...fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani leaders at public sector hospitals and banks, as well as private sector airline leaders to enhance their competencies. Keywords: 360' degree, feedback, leader, peers, autocrat, delegation. 1. INTRODUCTION Effective leadership is a personal role that requires the blending of motivational, strategic and management...
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...problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani leaders at public sector hospitals and banks, as well as private sector airline leaders to enhance their competencies. Keywords: 360' degree, feedback, leader, peers, autocrat, delegation. 1. INTRODUCTION Effective leadership is a personal role that requires the blending of motivational, strategic and...
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...DEDICATION We dedicate this research paper to our beloved Human Resource Management Instructor as well as to our classmates who aspire to become part of HR Department in future time. TABLE OF CONTENTS I. THE PROBLEM AND ITS BACKGROUND History ……………………………………………………………… 4 Nature of Business ……………………………………………………… 6 Mission ……………………………………………………………… 6 Vision ……………………………………………………………… 6 Goal of HR Department ……………………………………………… 7 Research Locale ……………………………………………………… 9 Organizational Chart ……………………………………………… 10 Duties and Functions ……………………………………………… 11 Problems Encountered by HR Department ……………………... 12 Most Common Issues and Challenges ……………………………… 12 Scope and Limitation ……………………………………………… 13 Definition of Terms ……………………………………………… 14 II. REVIEW OF RELATED LITERATURE Local Related Literature ……………………………………………... 15 Foreign Related Literature …………………………………………… 15 III. METHODOLOGY Research Design …………………………………………………… 16 Participants of the Study …………………………………………… 16 Instrumentation …………………………………………………… 18 Data Gathering Procedure …………………………………… 19 Statistical Treatment Data …………………………………… 20 IV. PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA Qualities of a Good HR Department HR Management Styles Applied in Problem Solving Common Traits of HR Management and Staffs V. SUMMARY, CONCLUSION AND RECOMMENDATION Summary of Findings Conclusions Recommendations ...
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...influence on the performance of hotels in Kenyan Coast. The study will adopt a mixed research design which will be both quantitative and qualitative. The target population of the study will be 180 managers of classified hotels in Kenya’s Coast. The sampling technique to be used will be stratified random sampling. Secondary and primary data will be collected using a self administered questionnaire. The questionnaire will be piloted in order to check for validity and reliability. Questionnaires will be administered through drop and pick method. The data collected will be analyzed using various statistical tools and instruments such as ANOVA, correlation and multiple regression analysis. Key words: Organizational performance, Distinctive Competencies, Tourist Hotels, Strategic Management Drivers. 1.0 Introduction The concept of organizational performance is core to businesses because the major objective...
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...ISBN 978‐9948‐03‐638‐8 Q uality Congress Middle East 2 Dubai (7-9 April, 2008) Creating an Architecture of Quality and Excellence in the Middle East: Responsibilities, Challenges and Strategies Proceedings of Congress Edited by Najwa Sami Dham & Syed Aziz Anwar e‐TQM College P.O. Box 71400 Dubai United Arab Emirates (1) ISBN 978‐9948‐03‐638‐8 Table of Contents Foreword ___________________________________________________________________ 6 Professor Mohamed Zairi, Chairman, Quality Congress Middle East 2 ______________________ 6 Research Papers ______________________________________________________________ 7 TQM and its Implementation in Higher Education of Iran _________________________ S.A. Siadat _____________________________________________________________________ M. Mokhtaripour _________________________________________________________________ R. Hoveida _____________________________________________________________________ 8 8 8 8 Quality: From Where to Where? ___________________________________________ 12 Alan Brown ___________________________________________________________________ 12 The Impact of Educational Quality Models on Schools’ Performance in Dubai ________ 20 Kalthoom Al Balooshi ____________________________________________________________ 20 Wafi Dawood __________________________________________________________________ 20 Management Education and Development in the United Kingdom _________________...
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...chapter- 1 INDUSTRY PROFILE 1.1 Automotive Industry The automotive industry designs, develops, manufactures, markets and sells the world motor vehicles. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles were produced worldwide. In 2007, a total of 71.9 million new automobile were sold worldwide. Around the word, there were about 806 million cars and light trucks on the road in 2007: the burn over 260 billion gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly especially in India and china. 1.2 India An embryonic automotive industry started in India in the 1940s. However for the next 50 years the growth of the industry was hobbled by the socialist policies and the bureaucratic hurdles of the license. Following, the economic liberalization in India from 1991 and the gradual easing of restrictions on industry, India has seen dynamic 17% annual growth in automobile production and 30% annual growth in export of automotive components and automobiles. India produces around 2 million automobiles currently. Total turnover of the Indian automobile industry is expected to grow from USF 34 billion in 2006 to 122 billion in 2016. Tata Motors has launched Tata Nano, the cheapest car in d world at USD 2200. Indian automotive industry is contributing a significant portion to overall Indians GDP. This sector is growing and promising a lucrative future. Automotive sector also provides wide business and employment opportunities...
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