...Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes or increasing skills. It includes in-house programmes, professional programmes and online programmes. Management development is important as all promoted managers require some development to prepare for their new jobs. Furthermore, management development facilitates organizational continuity, by preparing employees and current managers to smoothly assume higher level positions. Learning and Development at Infosys 1. Leadership Program at Infosys Infosys Leadership Institute (ILI) is committed to help leaders assume greater roles and influence their teams, clients and community positively. The four dimensions of ILI are Inspire,...
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... |( | | |Work Environment | | |self – starter | | | | | |2. |Team Work & My Role |(( |21. |Listening Skills |( |2. |Productivity Improv |( | |3. |Discipline: Why & How |( |22. |Ever-green |( | |-ement & My Role | | |4. |Ladders of Your |( | |Personality | |3. |Wastage Control and My Role |( | | |Success | |23. |Improving Personal |( | | | | |5. |Good Work Habits |( | |Productivity | |4. |Quality Improvement |( | |6. |Let us move ahead |( |24. |Behavioural Skills |( | |& My Role...
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...effectively. Such list should be used for recruitment, performance management, promotions, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. For e.g. the necessary knowledge will enable an individual to apply the right skills for any work situation that will arise while having the right attitude will motivate him to give his best efforts. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. How Is “Competency” Defined in the Context of This Article? Many definitions of the term “competencies” have arisen over the past decade. The definition that I most prefer is as follows: Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that are described in terms of specific...
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...|Curriculum Vitae | |Personal Information | | NAME: | | MUHAMMAD JUNAID PASHA | | FATHER NAME: | |Tariq Mahmood | | POSTAL ADDRESS: | | House # F-3/17 | | | |HMC Housing Colony | | | |TAXILA | |MOBILE: | | +92-332-9853279 | | CNIC NO.: | |13503-4800438-7 | | E-MAIL: | | junaid_pasha43@yahoo.com | | NATIONALITY:...
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...training and consulting is an independent firm incorporated in RAKIA with operations across the UAE. Our team has over 25 years of experience in the field of coaching, training, human resources, sales & marketing. * Ecube offers an impressive range of soft skill courses & executive coaching for senior managers/businessmen. Our experienced consultants provide these services to a large number of organizations, both private and public. * Ecube provides an effective range of human resource solutions to help you attract, motivate, develop & retain the talent you need to maximise your performance in an increasingly competitive world. Statement of Purpose The project involves carrying out a research with respect to learning and development trends of the managerial level and other related factors in the UAE through usage of secondary sources. A special emphasis is laid on the UAE market as to how the top level companies are involved with learning and development in their organizations. In order to find the gap between the research and the actual market conditions of the organizations we constructed a survey to find out the potential gap. The potential gap once known shall help us to design further a workshop for companies having specific issues in areas of learning and development. Goals and Objectives 1. Reading and analysing secondary sources so as to gain information on learning and development trends in UAE. 2. On the basis of information collected...
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...organizational visits 6 3. Professional development from PALS 7 3.1 Commercial awareness 8 3.2 Communication skills 8 3.3 Leadership 9 3.4 Foreign language 10 4. Help in the future 10 Conclusion 11 Reference 12 LEARNING LOG 13 Introduction In this text, I will retrospect to the period doing the assignment and reflect how I developed professionally and personally. The first chapter gives a review of the group assignment and presentation. We took DHL call centre as the development subject, and analyzed the importance of establishing a new call centre based on the theories about the reasons of building call centre. Based on existing literature about call centres, we summered up the advantages of call centres and examine the current status of DHL, thus our analysis gives a theoretical and practical ground of building DHL new call centre (Bruce et al, 2010). Latter analyzed the factors influencing the success of call centres so that we can adapt right strategy and avoid big failure (Chiara et al, 2006). The main concern is to promote service quality in all dimensions and by scientific means. In the second chapter, I draw a line between what I noticed and perceived from visiting and interviewing activities and what I’ve learned in the module before. Besides, I will explain my understanding of PALS in the aspects of learning skills, practice, introspection, interaction, sharing and equal. A new participant like me who has never taken part...
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...Australian School of Business Information Systems, Technology and Management INFS1602 INFORMATION SYSTEMS IN BUSINESS Course Outline Semester 1, 2013 Part A: Course-Specific Information Please consult Part B for key information on ASB policies (including those on plagiarism and special consideration), student responsibilities and student support services. Table of Contents PART A: COURSE-SPECIFIC INFORMATION 1 STAFF CONTACT DETAILS 2 COURSE DETAILS 2.1 Teaching Times and Locations 2.2 Units of Credit 2.3 Summary of Course 2.4 Course Aims and Relationship to Other Courses 2.5 Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 4 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details 4.3 Late Submission 5 COURSE RESOURCES 6 COURSE EVALUATION AND DEVELOPMENT 7 COURSE SCHEDULE 3 3 3 3 4 4 4 5 7 7 7 8 8 9 11 11 12 13 INFS1602 Information Systems in Business 2 PART A: COURSE-SPECIFIC INFORMATION 1 STAFF CONTACT DETAILS Position Lecturer-‐ in-‐charge Lecturer Tutor-‐in-‐ charge Tutor Tutor Tutor Tutor Tutor Name Professor Patrick Finnegan Ms Christine Van Toorn Ms Jill Moore ...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...effectiveness; conflict resolution; the role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication Organisational culture and change: types of organisational structure and culture; factors influencing changes in culture; types of change eg demographic, economic, legislative; planned change theory; managing and measuring the effectiveness of change; sources and types of power; change drivers LO2 Be able to review own potential as a prospective manager Self-knowledge and appraisal: skills audit eg management skills, leadership skills, practical/technical skills, personal skills (eg interpersonal/motivational/communication skills), organising and planning skills cognitive and creative skills; qualifications (current/planned), strengths and weaknesses analysis; personal learning logs; personal development plans Own potential: aims, objectives, targets, learning programme/activities, action plan, time management, work scheduling, Specific, Measurable, Achievable, Realistic, Time-bound (SMART) objectives, action planning, delegation, decision making, problem solving, management/leadership styles, value awareness, conflict management, giving and...
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...Training and Development Plan Student name: Institution: Introduction If output is to increase by 96% following the expanding market and increased product demand, then there is a need to design a precise human resource development (HRD) plan that will avail a formal training program for Motors and More Inc. This plan will help equip the employees with requisite skills for their job description as well as provide the management with a better and sound criteria for promotions. Similarly, promotions will not only be based on seniority but also on the basis of the skills acquired from the formal training. Therefore, as a training and development coordinator I had to come up with a detailed formal training plan that will address new employees, current employees, and managerial staff. This comprehensive plan encompasses a needs assessment criterion to be carried out beforehand, training content development, determination of content delivery method and hiring of a trainer/consultant. Training and Development Plan Role Definition As the head of this department, my task is to oversee the development of our organization’s intellectual property with the help of other Human Resource Development Professionals. These professionals will be involved in needs assessment to aid in the design, development, delivery and evaluation of the formal training process. According to Rae (1997), by training managers and employees, HRD supports performance management to a great extent. The HD...
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...Executive MBA, which for more than 20 years has been equipping senior executives with the tools and skills to lead organisations. Our graduates can be found in the executive ranks of sectors from banking, mining, health and government to the law. Our aim is to educate ambitious, highly-skilled business executives who can lead organisations effectively and responsibly. The challenges organisations face are profound: being globally competitive, motivating people to exceptional levels of performance, and creating a climate of innovation. Our new EMBA is a globally-oriented program designed for busy professionals with at least five years’ management experience. The modular format—formal class time of four days a month including a weekend, over 18 months —is designed around the life circumstances of busy professionals who juggle demanding work and family responsibilities. A Melbourne Business School Executive MBA is synonymous with excellence. Our international faculty publish in top academic journals, bringing you original, generalisable research insights, and they bring to the classroom active business and consulting experience. As an MBA school majority-owned by the business community, you’ll experience business relevance in every aspect of the program. You will broaden your repertoire of responses to challenging business problems, and develop your interpersonal effectiveness skills. And you will gain invaluable exposure to Asian business practice through our core course offerings...
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...Ali Ahmad Ahmad Ali, a distinguished professional because of his skills and expertise in the Spearmens Limited; a multinational electronics company having its offices in three major cities of Pakistan, Lahore Islamabad and Karachi, has been offered to for a managerial position in the company as Service In charge in the Islamabad office. This career progression on one side gives Ali the opportunity to lie in the front ranks of the company at such an early stage of the career, on the other hand, outlines the problems and the situation he currently is while opting for this choice. Ali Ahmad has the expertise o excel in the company as he has been a focal point of company major Human capital approaches of training and development through different courses in Germany, US, Belgium and certain other national level workshops. Currently, Ali Ahmad is the only Angio-Specialist at the Spearmens. Ali, even though, coming from a rural background, has a passion for electronics, and the passion has driven him through different uneven circumstances, but his career at Spearmens is distinguishing. The current offer of the Service in charge at Islamabad office takes him into the managerial ranks, but on the other hand he has other considerations to make. The first one is the family status. Ali’s wife teaches at a university of Lahore and Ali has always encouraged her to pursue her goals. She has devoted considerable energy to her career in teaching. While all this time she has been staying...
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...AMERICAN INTERNATIONAL UNIVERSITY- BANGLADESH | FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT | Final Project Report | | Fall 2015-16 | 12/13/2015 | | Index Description | Page No | 1. Executive Summary (ALL) | 02 | 2. Business Information (ALL) | 03 | 3. Human Resource Policy & Practices (AK) | 04 | 4. Employee Recruitment (MR & AIZ) | 05 | 5. Employee Selection (AJA) | 06-07 | 6. Training & Developing Employees (AIZ & MR) | 08-09 | 7. Employee Benefits (RI) | 10 | 8. Epilogue (ALL) | 11 | 9. Acknowledgement (ALL) | 11 | N.B. The short form of the names are listed in the index who performed the activities- Mashfiqur Rahman (MR); Atkia Jahanara Alam (AJA); Anatoney Kelly (AK); Rakibul Islam (RI); Ahmed Ishtiaq Zadid (AIZ); All members participation (ALL) Executive Summary ‘beaumonde’ is an Imaginary Bangladeshi private limited company which manufactures women cosmetics and healthcare products. The company has total 800 employees in different levels according to work division & departments. In this report the human resource policy and practices of the company will be illustrated. The human resource functions will be presented & also the process of selection; recruit; training; development & employee benefits...
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...Howard, Inc. Consulting has been hired to evaluate managerial issues that occur at ABC, Inc. This analysis is an attempt to identify and recommend ways to improve the hiring process of ABC, Inc. A number of problems were made during the recent hiring process. From the information obtained, we believed that a lack of time management and planning skills on behalf of ABC, Inc. newly hired campus recruiter, resulted in failure to accomplish all the necessary tasks to hold orientation at a specified time. Howard Inc. Consulting suggests that in efforts of reducing or eradicating the problems presented in this case, ABC should provide a detailed outline of the hiring process and each component. Background Carl Robins, a new campus recruiter with only six months on the job successfully recruited 15 new trainees in early April. He scheduled his first new hire orientation to take place in June with expectations of having the employees working by July. After being contacted by Monica Carrolls, the Operations Supervisor, on May 15 to address issues regarding the orientation such as drug screening, schedule, manuals, physicals and such, Carl Robins provided assurance that everything will be in place. After assuring that everything would be taken care of, Carl procrastinated until the day after Memorial Day to finalize things for the orientation. With only approximately two weeks left until orientation, Carl discovered that essential aspects of the hiring process had not been...
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