...Should managers manage the employees' soul? Management has underwent a lot of changes since the last century. During these changes the subject went through different phases, each having its own unique characteristics. It fist began as something called Scientific Management. Its only goal was increasing productivity through standardization and division of work. These methods were the only ones used and the managers didn't care about the mental status of their employees. The next step was Human Relations, employers and managers began to understand that there was a human factor involved in the production and productivity of the company. During this stage of the development different tools were used such as; performance reviews, goal settings and interviews in which employees would express their feelings and voice their concerns. The human factor was used to the companies advantage, the managers saw the link between the employees happiness and productivity. The understanding of the human factor was taken one step further in the time of Corporate Culture. Employees were convinced that their well being depended on the well being of the company. Workers were given more freedom in the aspects of how they did their job. Control on this freedom was enforced by the corporate culture. People wouldn't act differently from the acceptable norm because they felt the need to fit in with everyone else. Managing employee's consists in making sure they are doing their best while working. To...
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...to the company? The managing director focused on gaining the employees trust and loyalty as he considers these factors were most important to the company. He worked extremely hard on gaining employees/workers trust and loyalty and also expected that they will also remain loyal and trustworthy towards the company. In NCR employees are well educated and also have good knowledge that is related to that particular business. The company encourages its employees to get education and also provides education to them by sponsoring it. The company is more focused on current employees rather than hiring new employees and that’s how employees does not get the feeling of insecurity. This particular issue also enhanced the trust and loyalty issue of them. The managing director communicates and interacts constantly with the employees. They also get the opportunity of presenting innovative thoughts and ideas. The flexible and friendly work environment of NCR helps enthusiastic employees to committed towards their their task. NCR ensures friendly and interactive work environment and also provides open-door policy within the organization to bringing all people together. The managing director is accessible to the employees and he visits the employees whenever he feels and employees can also do the same by visiting him frequently. He goes to shopfloor frequently to meet and communicate with them. The managing director is quite flexible and considerate towards his employees. He take care the matter...
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...Manager’s Job in Context Contents Introduction……………………………………………………………………………………3 The organization……………………………………………………………………………… 3 Job Description of a manager in an organization......................................................................4 Organizational Structure...........................................................................................................6 Internal and external interactions of Managers.........................................................................8 Recommendation......................................................................................................................9 Conclusion...............................................................................................................................10 References...............................................................................................................................10 Introduction Organizations can be considered as a system which consists of a numerous number of people who coordinate and work together to achieve the common goal. Organizational behavior is the set of actions performed by the individuals or the attitudes of the individuals in a particular organization. For a manager it is very essential to study and understand the organizational behavior as it will assist him to identify and correct problems, establish necessary changes etc. Management or managers plays a vital role in organizational behavior and in achieving...
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...Morgan Stanley: The 360 Performance Evaluation Process ▪ 1993: Morgan Stanley (MS) implements firmwide 360-degree evaluation process for over 2,000 professional employees at cost of over $1.5M. ▪ MS’s HR department is called Office of Development; Chief Development Officer is Tom DeLong The New System: ▪ Guiding Principle: 360-degree feedback solicited from: o Superiors o Peers o Subordinates o “Internal Clients” ▪ The Process: ▪ Professional Employees identify folks in Firm with whom they regularly interact. ▪ List of Prospective Evaluators (Evaluation Request Form or ERF) is reviewed by evaluatee’s manager. ▪ ERF submitted to Office of Development ▪ Office of Development distributes eval forms to the people on the ERF, collects complete evaluations and processes them into Year-end Packet for each evaluatee. ▪ Concurrently, each professional completes a self-evaluation ▪ Evaluation Criteria: ▪ A big challenge was deciding on criteria. 4 broad categories won out: • Market/Professional Skills (analytical skills, market knowledge) • Management and Leadership ...
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...1 ANNUAL REPORT 2014 Table of contents ABOUT THE COMPANY Letter of Transmittal Corporate Information Milestones Board of Directors and Management Brand Values Products 3 4 5 6 -8 9 10 OPERATING RESULTS Summary of Key Operating & Financial Data 11-12 AGM & COMPANY PERFORMANCE Notice of 35th Annual General Meeting Chairman’s Message to Shareholders Report of the Board of Directors 13 14 ANNUAL REPORT 2014 15 - 19 1 Table of contents COMPLIANCE REPORT Corporate Governance Compliance Report 20 - 38 FINANCIAL RESULTS Auditors’ Report to the Shareholders Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Shareholders’ Equity Statement of Cash Flows Notes to the Financial Statements Unit-wise Working Result Schedule of Non- Current Assets Certificate on Review of financial statements PROXY FORM 39 - 40 41 - 42 43 - 44 45 46 - 47 48 - 80 81 - 82 83 - 84 85 ANNUAL REPORT 2014 2 Letter of Transmittal December 6, 2014 Esteemed Shareholders Bangladesh Securities and Exchange Commission Dhaka Stock Exchange Limited Chittagong Stock Exchange Limited Registrar of Joint Stock Companies and Firms Dear Sir or Madam, Subject: Annual Report for the year ended June 30, 2014 It is our pleasure to inform you that the 35th Annual General Meeting of Olympic Industries Limited will be held on Wednesday, December 24, 2014 at 10:00 AM at our 2nd biscuit factory premises at Lolati, P.S. Sonargaon, District...
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...Introduction Rob Thomas works for The Braid group as Managing Director for their Chicago office. He has been sensitive to the lack of diversity at the Braid group. As managing director he believes he should work towards remedying this situation. He is sure that he will be successful in garnering support from most of the senior partners in accomplishing this objective. However there are some other senior partners who, he believes, will be unwilling to support this change. Moreover the partners do not wish to dilute the criterion for selection process to the firm. Despite the fact that his company had done well under him but so far he had been unsuccessful in furthering his goals. The primary reason behind this appears to be the fact that Rob Thomas is over protective about his image in public and does not appear to be willing to compromise the same, even to attain his personal goal of bringing diversity to The Braid Group workforce. Objective • To access Rob Thomas’ leadership effectiveness. • To analyze whether or not it is possible to maintain one’s image and at the same time pursue one’s personal goals. Case Analysis Rob Thomas is a managing director at The Braid Group and heads their Chicago office. He is personally committed to the issue of workforce diversification and firmly believes that bringing workforce diversity at The Braid Group could be a possible way of attracting non-traditional clients. From the time he was appointed as head of the Chicago office...
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...Lec 6: Ch 10 (the role of company directors and other officers and the means by which they are appointed and removed); main focus is on the directors * ‘officer’ and ‘director’ definition- s9, p200 (Morley v ASIC). * ‘director’- a) appointed director regardless of the name given to their position; b) not validly appointed director but acts in position or; c) not validly appointed but the directors of the company are accustomed to act in accordance with the person’s instructions and wishes; person in a) OR b) is de facto director, within c) is a shadow director * Statutory duties, including the duty to act with reasonable care and diligence and the duty to act in the best interests of the company * Statutory requirement for all companies to have at least one director; PTY company must have at least one, with one ordinarily residing in Australia (s201A(1)); public companies must have at least 3, with at least 2 in Aus (s201A(2)) * Directors’ role: manage or supervise the management; for companies that rely on the replaceable rules as their internal governance rules, s198A provides that “the business of a company is to be managed by or under the direction of the directors’” * Company secretary: public companies must have at least one company secretary (s204A(2)) be 18yo and have at least one residing in Aus; PTY company may have one but is not required to appoint one (s204A(1)); secretary is appointed by directors; responsibilities include record-keeping...
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...services Founded 1996 Headquarters New York City, United States Key people Euan Rellie, Senior Managing Director Charles Maynard, Senior Managing Director Products Investment Banking Employees 70 (2012) Website www.bdallc.com Business Development Asia LLC, or BDA, is an investment banking firm that advises on cross-border M&A (mergers and acquisitions), distressed situations, private placements, capital raising, valuations and financial restructurings. The company provides advisory services on crossborder transactions involving Asia, including the Middle East, typically with transaction values between $20 million and $1 billion. The company is headquartered in New York with offices in Tokyo, Seoul, Shanghai, Beijing, Hong Kong, Mumbai, Bahrain, and London. BDA has seven partners and 70 full-time professional staff across its nine offices, supplemented by a team of senior advisors around the world. BDA advertises itself as the "leading independent pan-Asian M&A advisory firm". Contents [hide] 1 History 2 Awards and Recognition 3 Sector experience 4 References [edit]History BDA was founded by Euan Rellie and Charles Maynard in 1996. Andrew Huntley joined BDA as its third partner in 1998. The three of them still run the firm. BDA is headquartered in New York City, with eight further offices in Hong Kong, London, Mumbai, Seoul, Beijing, Shanghai, Tokyo and Bahrain. Managing Directors include Paul DiGiacomo, Jeffrey Wang, Mark Webster, and Jeff Acton. Each of these bankers...
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...OLDTOWN BERHAD (797771-M) OLDTOWN BERHAD (797771-M) (Incorporated in Malaysia) (Incorporated in Malaysia) The Board of Directors (“the Board”) of Oldtown Berhad (“the Company”) recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed to ensure good corporate governance practices are applied throughout the Company and its subsidiaries (“the Group”). This Statement sets out the key aspects of how the Company has applied the Principles and Recommendations of the Malaysian Code on Corporate Governance 2012 (“MCCG 2012”) during the financial year ended 31 March 2014 and any non-observation of the Recommendations of MCCG 2012, including the reasons thereof, has been included in this Statement. Principle 1 – Establish Clear Roles and Responsibilities 1.1 Clear Functions of The Board and Management The Board leads the Group and plays a strategic role in overseeing the Group’s corporate objectives, directions and long term goals of the business. The Board is responsible for oversight and overall management of the Group. The Board Committees are established to assist the Board in discharging its responsibilities. The Board delegates specific responsibilities to three (3) principal Committees, namely the Audit Committee, the Nomination Committee and the Remuneration Committee. All committees have written terms of references and operating...
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...TIMELINE OF KENMARK CASE September 15, 1988 Kenmark first incorporated Source: Nov 3, 1997 Kenmark listed on the Second Board of the KLSE Source: Sept 3, 2001 Kenmark listed on the main Board of the KLSE Source: April 23, 2010 Hwang (Kenmark’s managing director) had notified that he had 53,363,092 shares or 29.93 per cent. Source: Bernama, June 8 Chen Wen Ling (Kenmark’s executive director) had reduced its stake in Kenmark from 16.51% as at April 23 to 7.76% now. The combined stake of both the Taiwanese directors, Hwang and Chen, has dropped from 46% to 15.72% now. Source: The Star, June 10 April 2010 MD's brother resigned as director due to health reason. Source: May 24, 2010 Hwang Ding Kuo@James Hwang said he was taken ill in China and was in a delirious state. Source: Business times, June 2 May 25, 2010 James Hwang start cannot be contacted Source: May 27, 2010 The company’s audit committee meeting held but only two independent directors of the company were present to and discover that the other management representatives had resigned. The meeting could not be preceded. Source: EON Bank Berhad (EBB) has been notified of the situation and placed their security guard at the Kenmark’s premises at Port Klang. EBB will also be appointing a receiver over the assets of the company Source: May 28, 2010 Kenmark Paper Sdn Bhd, a wholly-owned subsidiary of Kenmark, received a letter from EBB’s solicitors, advising of the appointment...
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...at 3:00 p.m. N I S S A N E L G R A N D I N F I N I T I F X 3 7 R E N A U L T M E G A N E R S CONTENTS 02 03 05 09 10 14 17 25 27 28 31 Corporate Information Business Divisions Report of the Board of Directors 8 Years Financial Highlights Profile of Directors Corporate Social Responsibility Report Corporate Governance Statement Internal Control Statement Other Statements and Disclosures Audit Committee Report Daily Share Price & Volume Traded on Bursa Malaysia Securities Berhad 33 Financial Statements 133 Ten Largest Properties of the Group 134 Shareholders’ Statistics 137 Notice of Annual General Meeting Form of Proxy CORPORATE INFORMATION Directors Dato’ Tan Heng Chew Executive Deputy Chairman and Group Managing Director Dato’ Ng Mann Cheong Senior Independent Non-Executive Director Dato’ Haji Kamaruddin @ Abas bin Nordin Independent Non-Executive Director Seow Thiam Fatt Independent Non-Executive Director Siew Kah Toong Independent Non-Executive Director Dato’ Khor Swee Wah @ Koh Bee Leng Executive Director Ling Ou Long @ Ling Wuu Long Executive Director Ho Wai Ming Executive Director Audit Committee Company Secretaries Yap Bee Lee Chang Pie Hoon Registered Address 62-68 Jalan Ipoh 51200 Kuala Lumpur Telephone : (03) 4047 8888 Facsimile : (03) 4047 8636 Website : www.tanchong.com.my E-mail : tcmh@tanchong.com.my Registrars Tricor Investor Services Sdn Bhd Level 17, The Gardens North Tower Mid Valley City Lingkaran Syed Putra 59200 Kuala Lumpur...
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...Problem Statement To appoint a managing director that can suit and work in the Peru’s political turmoil. Because of the political turmoil in Peru , which at times has bordered on being a full-scale war , the company had to appoint a managing director that can do the works that had been done by the current managing which had succeed to manage the operation with good and improving sales and profitability. Alternative Strategies 1) The Geocentric Approach With geocentric approach , unlike the ethnocentric and polycentric variation , OEC’s decision to appoint managing director is not tied to U.S national of Peru national .Rather , OEC scans the five short-listed colleagues looking for the best people for managing director post in Peru, regardless of their nationality . 20 The Polycentric Approach Juan Moreno will be appointed as managing director of Peru operation if the managers used this approach. This approach belief that managers and employees in foreign operation should be from the host country .Using this approach , the feeling of native people to the host country will not have a problem with cultures shock , knowing the language(Spanish) , realizing and adhering to the local customs , and values and attitude .This approach may save OEC’s expenses associated with recruiting , training , and transferring expatriates from other countries which are form of U.S and Mexico in which the company also has operations .Many human resources management , facing...
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...Problem Statement To appoint a managing director that can suit and work in the Peru’s political turmoil. Because of the political turmoil in Peru , which at times has bordered on being a full-scale war , the company had to appoint a managing director that can do the works that had been done by the current managing which had succeed to manage the operation with good and improving sales and profitability. Alternative Strategies 1) The Geocentric Approach With geocentric approach , unlike the ethnocentric and polycentric variation , OEC’s decision to appoint managing director is not tied to U.S national of Peru national .Rather , OEC scans the five short-listed colleagues looking for the best people for managing director post in Peru, regardless of their nationality . 20 The Polycentric Approach Juan Moreno will be appointed as managing director of Peru operation if the managers used this approach. This approach belief that managers and employees in foreign operation should be from the host country .Using this approach , the feeling of native people to the host country will not have a problem with cultures shock , knowing the language(Spanish) , realizing and adhering to the local customs , and values and attitude .This approach may save OEC’s expenses associated with recruiting , training , and transferring expatriates from other countries which are form of U.S and Mexico in which the company also has operations .Many human resources management , facing...
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...Corporation (EPIEC) . From there he gained a lot of working experience and knowledge which made him to success in his business later . Business Motivation and starting One of the motivating factors was his father’s dream of his establishment in the society and another factor was after the independence of Bangladesh Aminul Islam realized that a new country has been born, therefore, a lot of construction will be needed for the development of the country and that is when he came up with the idea of Project Builders Limited. He proposed the idea to three other recent BUET graduates and they agreed to start with this new business. After the death of one of the partner and other two sold their share currently Aminul Islam is the only Managing Director and Chairman of Project Builders Limited. Vision The vision of Project Builders limited is to make quality constructions and make a strong infrastructure development of the country. Mission Construction of important structure and projects and to become the number one construction builder in Bangladesh. Initial Finance The company was initially started with four partners along...
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...Markets division. He had been hired by Paul Nasr and had generated substantial revenues since joining the firm. Unfortunately, Parson's reviews from the 360º feedback said that he was having difficulty adapting to the firm's culture. So Nasr faces the difficult decision to promote Parson to Managing Director. Nasr must complete Parson's performance evaluation summary and conduct Parson's performance review. Question 1 What are the advantages and disadvantages of the 360º feedback system at Morgan Stanley? When John Mack became President of Morgan Stanley in 1993, he brought a new vision to the bank named “One-Firm Firm”. That vision focused on performance which can be translated in creating value for the clients, the employees and the shareholders. Mack thought that could only be achieved through a culture that promoted teamwork and innovation and never sacrificed the firm’s integrity. The 360º performance evaluation process was brought by Mack to Morgan Stanley with the intention to “encourage employees to conform to a new way of doing business that emphasized team-work, cooperation, and cross-selling”. It also intended to “provide comprehensive development feedback so that employees could continue to improve their skills in four areas: Market/Professional skills, Management and Leadership effectiveness; commercial Orientation; and Teamwork/One Firm Contribution”. These systems had its strengths but also its weak points. Regarding the first group, the most obvious...
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