...Centre for Central Banking Studies Bank of England Foreign Exchange Reserves Management John Nugée Handbooks in Central Banking no.19 Foreword The series of Handbooks in Central Banking has grown out of the activities of the Bank of England’s Centre for Central Banking Studies in arranging and delivering training courses, seminars, workshops and technical assistance for central banks and central bankers of countries across the globe. Drawing upon that experience, the Handbooks are therefore targeted primarily at central bankers, or people in related agencies or ministries. The aim is to present particular topics which concern them in a concise, balanced and accessible manner, and in a practical context. This should, we hope, enable someone taking up new responsibilities within a central bank, whether at senior or junior level, and whether transferring from other duties within the bank or arriving fresh from outside, quickly to assimilate the key aspects of a subject, although the depth of treatment may vary from one Handbook to another. We hope they will also be helpful to those with some experience, but who are facing new problems as the economy and markets develop. While acknowledging that a sound analytical framework must be the basis for any thorough discussion of central banking policies or operations, we have generally tried to avoid too theoretical an approach. The Handbooks are not intended as a channel for new research. We have aimed to make each Handbook reasonably...
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...The role of the Medical Office Manager in risk management is to identify and evaluate risks as a means to reduce injury to patients, staff members, and visitors within an organization. They need to make sure office polices are being followed, they need to maintain accurate records, and maintain a good rapport with patients their families. Medical office managers have to make sure that the staff follows policies to ensure that negligence and malpractice does not occur. There are federal laws that the Medical Office Manager should be an expert in knowing and able to educate their staff, and make sure the laws are being followed (Andress, A, 2009). It is important that the office manager understands all the laws and make sure that all the staff...
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...A Day in the Life of a Hotel Front Office Manager Stephanie Stokes 05/24/2012 HTT/250 Ms. Michelle Goodman, MAT MS A Day in the Life of a Front Office Manager Daily Schedule Time | Activity | 5:00 a.m. | | 5:30 a.m. | Review night audit | 6:00 a.m. | Check property management system and credit card processing machine, call IT to investigate problems | 6:30 a.m. | Meeting with Night Auditor about Thursday’s registration problems | 7:00 a.m. | Meeting with other overnight front office staff for a quick rundown of the registration process, include 1st shift front office staff in brief meeting if they are available | 7:30 a.m. | Have valet check on road repairs | 8:00 a.m. | Meeting with Maintenance Director about a/c problems | 8:30 a.m. | Meeting with Valet Manager to discuss info valet obtained and determine alternative routes | 9:00 a.m. | Check with IT about PMS and cc processing machine problems | 9:30 a.m. | Staff meeting – discuss night audit, briefly discuss Thursday night’s issues since they will be discussed more thoroughly with each responsible department in depth, and address upcoming events including Health Inspection this afternoon | 10:00 a.m. | Check on washing machine delay, clean-up, and repairs, call maintenance to address issue | 10:30 a.m. | Call conference director to apologize for the delay in registration | 11:00 a.m. | Meeting with Security Director and Parking Garage Manager | 11:30 a.m. | Meeting with Food and Beverage...
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...LIGHTHOUSE INSURANCE COMPANY The Lighthouse Insurance Company was founded in 1970. It is engaged in selling non-life policies especially those related to fire and allied lines, motor car, marine, personal accident, bonds and miscellaneous lines. The company is a stock corporation with 51 branches all over the Philippines from Northern Luzon and Southern Mindanao. It employs a total of 305 employees manning the head office in Makati City and all the branches. The Company’s Human Resource Department is composed of five (5) employees including its head, Mrs. Emerenciana Soriano. The department maintains a file of the company’s record of personnel. The branch managers are responsible for recruiting branch personnel who we trained at the head office from one week to one month. When the position of branch manager becomes vacant, the general manager pulls someone out from the Marketing Department to fill the vacancy. The performance of new branch manager is lackluster in the first few months. After a year, either their performance improves, or failed totally. When a BM’s position becomes vacant, the HRD immediately coordinates with the Vice President for marketing and without much fuss, facilitates the transfer of the most senior of the eligible’s to assume the BM’s post. This year, the vacancies for BM’s were unusually higher than last year. Last year’s vacancy for BM consists of only one and it was immediately filled up. At the beginning of the third quarter of this year...
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...12, 2011 ASSESSING CHANGE MANAGERS’ IMAGES Introduction This exercise was carried out to assess change managers’ images. The work so far gives an in depth discussion on the actions of two change managers as they relate to the six images of change. In this regard two change managers were interviewed and both of them are in the retail business entity. For convenience, they are labeled as Change manager A and B of A and B companies respectively. The responses of both change managers were compared and contrasted to make this assessment. Based on the responses of the mangers in question it was clearly evident that they were using the images unconsciously. The actions and approaches they adopted to augment change in their respective organizations show that they were implementing change influenced by the images. The company of Manager A is a well established business on a larger scale unlike that of Manger B which is a small grocery store. In the interviews both managers told their stories regarding change in their respective organizations. In the case of Manager A, he said it was a kind of transformational change that took place in his organization. There is a policy of the Home office to transform all its retail stores to supercenters based on the performance these stores in terms of profit-making and meeting the demands of the customers .In addition,he pointed out that the store was doing well in business ,consequently the Home office drew up a plan for it to change...
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...| 10 | 300.00 | Total | | | 81,200.00 | Office Equipment Particulars | Unit Price | Quantity | Total Coast | Computer Set | 25,000.00 | 2 | 50,000.00 | Printer | 4,000.00 | 1 | 4,000.00 | Total | | | 75,000.00 | Furniture’s and Fixtures Particulars | Unit Price | Quantity | Total Coast | Production Table | 1,000.00 | 3 | 3,000.00 | Office table | 3,000.00 | 4 | 12,000.00 | Chairs | 180.00 | 9 | 1,620.00 | Ceiling Fans | 850.00 | 3 | 2,550.00 | Total | | | 19,170.00 | Furniture’s and Fixtures Particulars | Unit Price | Quantity | Total Coast | Delivery vehicle | 150,000 | 1 | 150,000.00 | Total | | | 150,000.00 | Raw materials and supplies | Unit Price | Quantity | Total Coast | Fabric | 40.00/yard | 100 yards | 4,000.00 | Threads | 60.00 | 50 | 3,000.00 | Needles | 25.00/box | 50 | 1,250.00 | Total | | | 8,250.00 | Utilities It is necessary for the operation of the business to give importance to the utilities needed in the operation. ITEM | Monthly | SOURCE | Water | 12,000.00/ monthly | water district | Electricity | 15,000\monthly | National Power Corporation | Telephone | 1,000/ monthly | PLDT | Rent | 30,000\monthly | | TOTAL | 58,000.00 | | Compensation Position | Monthly Rate | Yearly Rate | President | 20,000.00 | 240,000.00 | General Manager | 15,000.00 | 180,000.00 | Finance Manger | 12,000.00 | 144,000.00 | Marketing Manager | 12,000.00 | 144,000.00 | Production Manager | 13,000.00 | 156,000.00 |...
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...Powers and Duties of Officers and Employees The procedure followed in the decision making process, including channels of supervision and accountability, the norms set for discharge of functions and the rules and regulations held under the control of the organization and used by its employees are detailed below. Shri Raji Philip Chairman-cum-Managing Director The Chairman and Managing Director is the Chief Executive of the Corporation and is responsible to the Board of Directors. He is responsible for all the activities of the Corporation including personnel, financial and commercial management, and corporate planning and project implementation. He is responsible for the effectiveness of the organization in the pursuit of the Company’s goals and objectives and in particular for the performance and supervision of the technical, administrative and day-to-day operations of the Company. The powers exercised by CMD are as per “Delegation of Powers” of CMD in vogue from time to time. Shri A K Bhatia Director (Operations) Director (Operations) is a member of Board of Directors and reports to Chairman and Managing Director. He assists the CMD in all technical matters, in procurement of providing support to the mills for efficient operations, forestry raw material and other major inputs, setting technical parameters and monitoring the operations against the set norms, closely inter-acting with the Chief Executives of the mills on all technical matters including innovation...
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...Touchdown will ensure that all laws and regulations of Technology Cowboys’ internal rules and regulations are updated. This will be the foundation for all business activities within our organization. This newly incorporated compliance system, Touchdown, will become the stepping stone of our understanding of integrity. Project Stakeholders Stakeholders in this project are the company’s managers and employees. Each member will be slowly introduced to the new compliance system. There will be requirements for managers. One requirement for managers is to train at least 10 hours on the new platform. They will also be responsible for training on a host of new compliance policies. The new platform will integrate the all offices across the company, into a common database. The database may be used to access data stored in several database tables that the company must create and configure. Overall Objectives The overall objective of this new and improved compliance system is to ensure that all policies and regulations are being followed correctly by the company managers and employees. If each manager and employee follow the newly implemented policies, the compliance system will be set up to be successful....
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...\\ ANDHRA PRADESH BEVERAGES CORPORATION LIMITED HYDERABAD RTI ACT INFORMATION HAND BOOK A.P. BEVERAGES CORPORATION LTD., 9 & 10, Proh. & Excise Complex, M.J.Road, Nampally, HYDERABAD-1. 1 ::1:: ANDHRA PRADESH BEVERAGES CORPORATION LIMITED 1.0. INTRODUCTION: The Andhra Pradesh Beverages Corporation Limited (APBCL) was established in the year 1986 as a fully owned undertaking of the Government, with the main objective of supplying hygienic packed arrack to the licensees and is incorporated under Companies Act,1956. The Corporation had set up 22 field units for carrying arrack operations at capital outlay of Rs. 32.65 crores, various district locations with a total which includes buildings and civil works. The various fixed assets like Plant and Machinery other than buildings valued at Rs. 24.70 crores were transferred to the Corporation in the form of Debt and Equity in the ratio of 2:1. The authorised share capital of the Corporation is Rs.10 Crores and the paid up share capital as on date is Rs.833.37 lakhs. The erstwhile Arrack Bottling units are converted into IML Depots for the wholesale trading activities of IML & BEER. 2.0. OPERATIONS: 2.1. ARRACK PACKING OPERATIONS: (from 1-1-87 to 30-9-93) The Corporation commenced its commercial operations on 1-1-1987 and successfully handled the arrack packing operations from 1.1.1987 to 30.9.93 i.e. till the imposition of ban on arrack by the Government. 2.2. WHOLESALE TRADE OF IML & BEER: (from...
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...The Law Offices of Jeter, Jackson, Guidry, and Boyer THE EVOLUTION OF THE FIRM David Jeter and Nate Jackson started a small general law practice in 1992 near Sacramento, California. Prior to that, the two had spent five years in the district attorney’s office after completing their formal schooling. What began as a small partnership—just the two attorneys and a paralegal–assistant—had now grown into a practice that employs more than 27 people in three separate towns. The current staff includes 18 attorneys (three of whom have become partners), three paralegals, and six secretaries. For the first time in the firm’s existence, the partners feel that they are losing control of their overall operation. The firm’s current caseload, number of employees, number of clients, travel requirements, and facilities management needs have grown far beyond anything that the original partners had ever imagined. Attorney Jeter called a meeting of the partners to discuss the matter. Before the meeting, opinions about the pressing problems of the day and proposed solutions were sought from the entire staff. The meeting resulted in a formal decision to create a new position, general manager of operations. The partners proceeded to compose a job description and job announcement for recruiting purposes. Highlights and major responsibilities of the job description include: • Supervising day-to-day office personnel and operations (phones, meetings, word processing, mail, billings...
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...does] and believe that I can assist with increasing sales in the area of [again, show you know what they do]. [Sell yourself. Point out why you would be best for the role. Use examples/or use as a guide your current or most recent position. Provide detailed summary of the role’s key responsibilities and accountabilities]. [Example only]What I bring to this position is a combination of team leadership, strategic planning, and business development skills that I have leveraged to meet and exceed expectations. I have analysed core operational/business functions and implemented the most appropriate solutions to drive continual business growth. I have demonstrated proficiency in all core office administration functions, including document preparation, internal/external communications. I can manage the office environment without supervision, juggle...
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...a firm engaged in retailing and financing motorcycle sales. He was the first employee recruited by the newly assigned manager of Santiago City branch. When Mr. Cortes was hired, the branch was only one week old. Within five years, the branch had a full complement of twenty persons including the branch manager, a cashier, a credit and collection supervisor, a sales supervisor, and a parts and service supervisor. Mr. Cortes record as salesclerk was commendable and the branch manager was considering him for promotion as sales supervisor. The salesclerk’s job consisted of entertaining inquiries from prospective customers. If a sale is made he prepares the various documents required including the deed of sale, invoice, and receipt. The sales supervisor, on the other hand, was responsible for overseeing the activities of the salesclerk, the utility boy, the driver, the records clerk, the documents clerk, and the stock clerk. Oftentimes, the sales supervisor had to leave office at 8:00 P.M. due to the requirements of the job. Mr. Cortes indicated to the branch manager that he was happy with his job as salesclerk and he did not aspire to have a bigger responsibility. The branch manager, however, was very insistent, and he informed Mr. Cortes that the following month, he would be replacing the current sales supervisor who was going to be promoted as branch manager and assigned to another area. Since the announcement of the impending promotion, Mr. Cortes’ behavior began to change...
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...You Decide: New Sales Manager John M. Curton SOCS 350 Cultural Diversity in the Professions DeVry University May 19, 2014 In the attempt to select a new sales manager for the fiber optic cable, a manager has to look at various aspects before they can select an appropriate candidate. Managers need to know the specifics and qualifications of the job that they are hiring for. Once these areas are defined then it is time to post the job. Job postings are going to bring in a variety of possible diverse candidates those that are qualified and those that aren’t. After the allotted time for the posting has passed it’s time to review the applications and resumes that were submitted. Candidates that meet the requirements will be contacted and a phone interview will be conducted first to narrow down the selection for the in person interviews. After reviewing all of the candidates, Joyti is my choice for the position. Joyti was chosen because of her experience in managing a wireless phone company’s regional sales office and training sales people. She has a strong background in working with a diverse group of people in sales. Joyti has also demonstrated her abilities by increasing sales by 60%, which is an accomplishment in itself. That demonstrates the ability to be a quick learner and problem solver. She also demonstrates her willingness to listen to the customer and learn what they want and she is able to meet their needs. These are all important traits that are...
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...newly-appointed Project Manager of a research team, you believe that you will be able to manage the project virtually from your office in London, even though the other six members are located in Munich. This will solve your personal dilemma as your family does not want to be relocated. The project has a six-month deadline. What factors should you consider in order to make this virtual assignment effective? Answer: First of all, virtual assignments is where the employees and managers are located in different areas as in this case, the Project Manager’s office is in London whereas the other six team members are in Munich. Thus, the Project Manager has to rely heavily on communication technologies such as telephone, email or video conference. In my opinion, the factors that has to be taken into consideration include effective use of technology, invest time in building relationships and trust, provide specific intercultural training and arrange face-to-face meeting occasionally. To bring a success to virtual assignments, I will need to be aware of the full range of technology tools available to us and become practices and proficient in their use. Without familiarizing the technology, it is difficult for managers to keep in touch with the team and it might end up slowing down the team performance. For instance, it will be a waste of time discovering the function of Skype tools during the virtual meeting. Besides that, as a newly-appointed Project Manager, trust and a comfortable...
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...IT’S MY BIKE Debbie Martin was overjoyed when she was selected the new Supplier Quantity Manager for the commercial product division of Cold Air Corporation. In this role, she was responsible for monitoring the quality of component parts for twelve production lines scattered throughout the large manufacturing plant. When she started the new position, Debbie knew she would be faced with many opportunities and conflicts. Her immediate supervisor, the manager of shipping and receiving, was not known as an easy person to work for. He expected his subordinates to have a take charge attitude and to avoid bothering him with trivial issues. What Debbie had not envisioned was just how trivial and non-productive some of the conflicts in her new position would be. She certainly had not expected to be on the verge of a fistfight. Debbie was just starting her shift when she received a telephone call from Ronnie, one of her subordinates. Ronnie was a purchasing parts inspector, and was responsible for inspecting certain incoming parts for all production lines in the plant. He was complaining that the Airhandler Quality team had borrowed “the bike” for a special project and would not return it. He reminded Debbie of his current project and how covering the entire 15-acre plant on foot would only delay completion of the project. Debbie rolled her eyes as she thought about the logistics of inspecting component past’s three separate buildings. She also realized that Ronnie had a...
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