...I. TAJ GROPUP OF HOTELS TO NEW ZEALAND (TAJ KIWIS): Our company called, Taj kiwis, has a worldwide chain of hotels and resorts. We are the one of the biggest hotel resorts and palaces business conglomerates in India comprising 66 hotels in 42 locations domestically. Moreover, we had established ourselves internationally with 16 other branches across the world like United States of America, United Kingdom, Africa, Middle East, Maldives, Mauritius, Malaysia, Bhutan, Sri-Lanka and Australia along with 13000 employees. All our Indian Hotels company limited and its subsidiaries are collectively known as Taj group. Our company positioned in a distinct way along with our competitors and we are recognised as one of Asia's largest and finest hotel company. Taj (luxury full-service hotels and palaces) is our flagship brand for the world’s most discerning travellers seeking authentic experiences. Spanning world-renowned landmarks, our group of hotels reinterprets the tradition of hospitality in a refreshingly modern way to create unique experiences and lifelong memories to our customers. Taj Exotica is our resort and spa brand found in the most exotic and relaxing locales of the world. They are cantered around high end accommodation, intimacy and an unrivalled comfort to customers. They are defined by a sensibility of intimate design and by their varied and eclectic culinary experiences, impeccable service and authentic Indian Spa sanctuaries. Taj Safaris are wildlife lodges that allow...
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...employers to adopt management strategies? Abstract This paper aims to examine how management strategies will influence employees in improving their performance. There are many factors that influence the managers’ decisions on which management strategy they should approach. A suitable management strategy can help the organization to achieve their goal efficiently. This paper summarizes and concludes articles from three academic journals research. All findings indicate that managers are acting a very important role to decide what strategies to use in different business environment and employee’s features. It also provides some factors and suggestions for managers to consider when they design their management strategies. Introduction In recent years, employers and employment relations had become a global issue. It refers to any relationship between managers and workers. Many researches are paying attention on how managers design their management strategies to influence employees. The manager acts as a strategic actor that shaping employment relation and the characteristics of productive enterprises (Allan, Brosnan & Walsh 1999). Therefore, managers are acting a very important role in designing which management strategy is suitable in the specific business environment. Generally, the goals of management strategies are to try to minimise the labour cost, maximize the profit and improve the performance of employees. It is vital that the design of management strategy is strategical...
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...on 27 Feb 2012 Risk management— Principles and guidelines AS/NZS ISO 31000:2009 This Joint Australian/New Zealand Standard was prepared by Joint Technical Committee OB-007, Risk Management. It was approved on behalf of the Council of Standards Australia on 6 November 2009 and on behalf of the Council of Standards New Zealand on 16 October 2009. This Standard was published on 20 November 2009. The following are represented on Committee OB-007: Australian Computer Society Commerce Commission New Zealand Committee IT-012 Department of Education and Early Childhood Development Victoria Emergency Management Australia Engineers Australia Environmental Risk Management Authority New Zealand Financial Services Institute of Australia The Institute of Internal Auditors – Australia Institution of Professional Engineers New Zealand International Association of Emergency Managers La Trobe University Law Society of New South Wales Massey University Minerals Council of Australia Ministry of Economic Development (New Zealand) New Zealand Society for Risk Management Risk Management Institution of Australasia The University of New South Wales University of Canterbury New Zealand Accessed by UNIVERSITY OF TECHNOLOGY SYDNEY on 27 Feb 2012 Keeping Standards up-to-date Standards are living documents which reflect progress in science, technology and systems. To maintain their currency, all Standards are periodically reviewed, and new editions are published...
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...has been a University Dean in New Zealand and has worked and presented overseas at conferences and conducted training, research and consulting work for: Malaysia (Telecom Malaysia and Ministry of Education); Russia, South Korea, New Zealand, Australia, Singapore, China, Indonesia as well as the Pacific island nations for the Commonwealth of Learning. Darryl has held senior executive/leadership positions in education and corporate entities as Managing Director, CEO, Head of HR and Senior Lecturer/Dean. Darryl’s key strengths are as follows: • Learning and Development - 17 years’ experience in learning design and development in a range of delivery modes, customised training design and implementation, extensive curriculum design and training needs analysis, as well as technical to leadership competency framework development in alignment with organisational strategy across a wide range of education, government, and corporate organisations. • Strategy into Action - experienced in developing and implementing people and HR strategy as well as succession planning at all organisational levels by aligning strategy with business objectives through the development of integrated frameworks, performance metrics and reporting. Ability to develop implementation plans at interface and ensure high adoption and impact levels are achieved and evaluated. • Talent Management - expertise in the development of integrated talent management systems and solutions to improve...
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...Cheese Farms is to further new market opportunities by including international subsidiaries as part of the business strategic plans. The mission of FreshMade Cheese is to be a global leader in the cheese industry. The first step in realizing that mission is to capture 75% market share of the cheese industry in New Zealand. The subject of this analysis examines the New Zealand market expansion risks and opportunities supporting the business mission and objectives. External Influences and Risks External influences beyond the control of the business add risk but are a part of the competitive environment and risk analysis (Pearce & Robinson Jr., 2009). This section presents the significant external forces and risks in the New Zealand subsidiary expansion. Legal and Regulatory Legal and regulatory environments influence businesses and FreshMade Cheese Farms is no different. The Foreign Corrupt Practices Act (FCPA) enacted in 1977 makes bribes of foreign officials, agents, employees, or other similar foreign representatives illegal (Cheeseman, 2010). Many foreign countries have standard practices of accepting bribes or using similar influences to do business in the country. U.S. businesses are not allowed to operate in this fashion under the FCPA (Cheeseman, 2010). One of the main New Zealand laws that FreshMade Cheese must consider is the Overseas Investment Act of 2005. This legislation outlines requirements and restrictions on New Zealand business in owning assets and...
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...AUSTRALIA AND N EW ZEALAND BANKING GROUP LIMITED (ANZ BANK) WE LIVE IN YOU WORLD TABLE OF CONTENT Executive summary…………………………………………………………...………5 1. Introduction…………………………………….………………………….……...6 1.1 Purpose………………..……………………………………………………..…….6 1.2 Scope…………………………………………………………………..……..……6 1.3 Methodology…………………………………………………………..…………..6 1.4 Limitations…………………………………………………………..…………….7 1.5 Assumption…………………………………………………………..……………7 1.6 Background……………………………………………………………………..…7 2.0 Classical Approaches…………………………………………………....………...7 2.1Findings……………………………………………………………………….....…8 2.2 Discussions…………………………………………………………………….…8-9 3.0 Human relation approach…………………………………………………..….....10 3.1 Human resource approach……………………………………………….....…….10 3.2 Findings ..................................................................................................................10 3.3 Discussion...........................................................................................................10-11 4. Recommendations and Suggestions………………………………………………..12 5. Conclusion………………………………………………….……………………......13 List of figures...................................................................................................................14 References…………………………………………………………………………..15-16 Executive summary Organisation management is a purposeful goal...
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...[pic] Work-life balance, employee engagement and discretionary effort A review of the evidence March 2007 Literature review by Dr Mervyl McPherson of the EEO Trust. Extracts from this publication may be copied and quoted with acknowledgement. ISBN No: 0-9582233-4-3 Equal Employment Opportunities Trust PO Box 12929 Penrose Auckland New Zealand Phone: 64 9 525 3023 Fax: 64 9 525 7076 Table of Contents Preface 3 Executive summary 4 1.0 Introduction 6 2.0 Definitions and evidence of relationships 6 2.1 Work-life balance 6 2.1.1 Productivity 7 2.1.2 Relationship between work-life balance and productivity 8 2.2 Workplace/work-life culture 11 2.2.1 Relationship between work-life balance and workplace culture 12 2.3 Discretionary effort and employee engagement: going the extra mile 16 2.3.1 Relationship between discretionary effort/employee engagement and productivity/profitability 20 2.3.2 Relationship between work-life balance and discretionary effort 21 2.3.3 Relationship between workplace culture and discretionary effort 23 2.4 Summary of inter-relationships of key factors 24 3.0 Changing a workplace culture 26 3.1 Case studies of culture change 27 4.0 Conclusion 29 5.0 References 30 Preface Employee engagement has been identified as critical to competitive advantage in a labour market where skilled, committed...
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...Human Resource Management Assignment number-2 Submitted by- Gurkirat Singh S-id TIZ000010U4 Submitted by- DAVID LIM Human Resource Management a) Human Resource Management Scope Human resource management in every organization there are some special functions like recruitment, staffing, training and development, performance appraisal and building relationship with employees and customers. HR team helps the employees to recruitment, provides provide advice to the employees and customers. There are some recruitment strategies for the new employees. The HR teams also provide the encouragement and help the, managers to motivate the employees to work hard. If the HR team fails in their work or efforts then the company will may lead to the loss for the company. And this team will help to staff development and training. (Laura, 2012). I. Employee Resourcing * Human resources planning: - in this process, HR of the company will recognize the number of jobs available in the company; it also specifies the shortage of employee in the company as well. (Senyucel, 2009). If the small business is like a restaurant that will affected a lot if they have large numbers of employees in the organization. So the HR department also has some recruitment policies in the company to hire new employees and it will take some step to perform. II. Recruitment Process: - recruitment process has the some rule, regulation and policies. HR manager has the responsibility...
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...RETAIL FOOD GROUP is a leading Australian retail food brand manager, franchisor and wholesale coffee roaster. It designs, develops and manages franchise systems and is the intellectual property owner and manager of the following retail and coffee brands: Donut King, Michel’s Patisserie, Brumby’s Bakery, Esquires Coffee Houses, bb’s cafe, Evil Child, Roasted Addiqtion and Barista’s Choice. For the 6th consecutive year since Listing (in June 2006), Retail Food Group continued to deliver enhanced performance and record outcomes for stakeholders. NPAT and EPS 6 year cumulative annual growth rates (cagr) of 35.8% and 24.2% respectively, reinforces Retail Food Group as an enterprise with franchise systems, business model and revenue streams capable of significant growth. NPAT Core NPAT EPS (Basic) 30 30 25 25 20 20 15 15 10 DPS 10 5 0 5 FY07 FY08 FY09 FY10 FY11 ($m) Revenue 140 FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 FY08 FY09 FY10 FY11 (cents) Net Operating Cashflows Adj. Revenue 120 25 80 20 60 15 40 Net Debt Reduction 30 100 (cents) 10 20 0 5 FY07 FY08 FY09 FY10 FY11 ($m) FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 ($m) Outlets Network Sales 700 600 1200 500 1000 400 800 300 600 200 400 100 200 0 FY07 FY08 FY09 FY10 FY11 ($m) 0 FY07 FY08 FY09 FY10 FY11 FY10 FY11 ($m) ...
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...results through financial reporting are lack of ability to meet actual performance in operated processes. The balanced scorecard is an approach to performance measurement that combines traditional financial measures with non-financial measures to provide managers with richer and more relevant information about the activities they are managing. After the first introduce in the early 1990s, balanced scorecard has been widely used by many companies, it has provided benefits and convinces to companies. However, not every company can successfully handle it. As a result of this, this report will identify the ways to design and implement balanced scorecard in Westpac banking with an assumption regarding to some influence both positives and negatives may occur with. 2.1 Company Background Westpac is one of the five major Authorised Deposit-taking Institution (ADI) organisations. It provides a broad range of banking and financial services to approximately 7.5 million customers across more than 1.300 service points. It has branches and affiliates throughout Australia, New Zealand and the Pacific region. Westpac’s financial services include retail, commercial and institutional banking and services such as wealth management. (Oracle, 2005) Westpac were founded in 1817 and were the first bank to be established in Australia. Under an Act of the New South Wales Parliament in 1850 it was incorporated as the Bank of New South Wales and renamed to Westpac Banking Corporation in 1982. On 23...
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...The report is done from the perspective of auditing. Multiple aspects of Virgin Blue such as strengths, weakness, opportunities and threats are analyzed in the first part. And in the second part five audit risks are identified and explained. Finally, since the appointment of new CEO, the impact of Virgin Blue is illustrated. 1. SWOT analysis * Strengths * Strong brand name and good reputation * Offering competitive fares with high quality customer service and awarded the Best Low-Cost Airline in Australia 2009 * Excellent on-time performance record * Successful loyalty program | * Weakness * Lacking experience in its new long haul business * High percentage of cancellations * Lower margin compared with competitors * Loose supervision * Unstable IT System | * Opportunities * Develop corporate travel market: market share against Qantas * International partnerships: Use Delta, Emirates partnerships to grow product offering against Qantas * Recovering global economy * Increasing immigration * Increasingly advanced technology enables airlines to provide more convenience to travelers | * Threats * Competition from domestic airlines, e.g. Qantas, etc * Upward pressure from fuel Jet fuel prices * Greater international competition: further expansion of Tiger network * Heavily reliance on internet as sales channel exposes them to risks associated with system disruption | 2. Key audit risks ...
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...nautical miles to the north-east and it took 10 days to steam back to Timaru. Contents Sustainability Policy Introduction Managing Director’s Statement Key Performance Indicators About this Report and Reporting Scope Management Changes Growth and Renewal Iwi Collective Partnership Christchurch 1 2 3 4 5 6 7 7 8 Team Health and Safety Team Well-being Communities 30 32 34 Economic Sustainability Overview and Highlights Financial Indicators Quota Ownership New Zealand Emissions Trading Scheme Supply Chain Stakeholders Auckland Seafood School 36 36 37 40 40 40 42 44 Environmental Sustainability Environmental Profile Environmental Compliance Fishing Sustainably Sustainable Aquaculture 10 10 18 18 24 Assurance Statement Glossary of Terms Response Form Management Directory 45 46 47 Inside back cover Social Sustainability Sanford Team 28 28 Cover image GreenshellTM mussels being packed at Sanford Christchurch for overseas retail markets. Sustainability Policy This policy, and supporting quality, environmental, social and economic systems, aims to promote sustainable fishery practices, and related development initiatives, which will be productive indefinitely. Sanford is committed to operating in a sustainable manner in all aspects of the business. New Zealand’s Quota Management System (QMS) is one of the most advanced...
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...global economy. In New Zealand the importance of sustainability issues has been recognised by central and local government policies, environmental and economic development agencies, and business leaders. Two of the active business groups focusing on these issues are the New Zealand Business Council for Sustainable Development (NZBCSD) and the Sustainable Business Network (SBN). Waikato Management School is working in partnership with both of these key business groups on sustainability projects and events. The aim of these initiatives is to develop and share insights on sustainable economic development and sustainable enterprise success. The Waikato Management School is distinctive in its commitment ‘to inspire the world with fresh understandings of sustainable success’. These fresh understandings will be achieved through our high quality research that can influence policy makers, excellent teaching, through the knowledge and values our graduates take into the workforce, through our continued consulting with business and the outstanding experiences offered to everyone who connects with the School. We see education and research as key factors in enabling New Zealand to be a sustainable nation and sustainability as central to the future of business. Waikato Management School’s Research Programme The School’s research generates world-leading theory and practice-relevant research. The overall aim of the School’s research is to shape management theory, influence...
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...Task 1 The Warehouse Group Limited which is the largest retail group operating company in New Zealand which selling a wide range of grocery and non-grocery products at a discounted price to customers. It was founded by Stephen Tindall in 1982 and went on publicly in 1995, traded on the New Zealand Stock Exchange. The company currently operates under three different divisions that consist of The Warehouse New Zealand (Red Sheds), The Warehouse Stationary (Red Sheds) and Noel Leeming. Other than the retail locations, it also has two distribution centres to assist the daily operations in Wiri and Rolleston, New Zealand. In 2000, the Warehouse Group Limited exploited the Australian retail market. Due to the low market sale and underperforming, The Warehouse Group announced to sell the business and renamed as Sam’s Warehouse.The Warehouse Group follows its clearly corporate strategy and makes a good progress. To keep its Red Sheds core strong and develop their Blue Sheds as well as their Red Sheds, and leverage the group competencies and scale to lead the New Zealand’s retail group services company in the foreseeable future. (Wikipedia, 2014) Task 2 For the customers who are willing to purchase at Warehouse, their basic and minimum requirements of the performance are that standard quality of products. The Warehouse Limited required is to provide the quality source of purchasing in order to achieve their order qualifier. The corporation will be out of the market if they cannot...
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...clinical practice involves appraising staff performance. Clarke, Harcourt & Flynn (2012) states that in the health sector, a key role in implementing clinical governance is by appraising the performance of staff, this in turn, is critical to containing health care costs and ensuring and improving quality patient care. The intentions of performance appraisals are to maintain and improve a high standard of patient care, however, there are many studies concluding that performance appraisals are not always effective and may even be considered destructive (Bouskila-Yam, & Kluger, 2011). Evidence suggests that appraisals provide minimal satisfaction, as at times can be perceived as unfair, poorly structured and judgmental towards some employees (Spence & Wood, 2007). The reader believes that if performance appraisals were conducted in a manner to suit all parties involved, then appraising staff would be beneficial and critical to improving clinical governance, thus, patient quality care. In the readers’ experience, performance appraisals have not been well presented or conducted by management staff; thus, the reader believing in the appraisal system as ineffective in promoting clinical governance and only creating dissatisfaction. Therefore, the purpose of this paper will be to critically review Clarke, Harcourt & Flynn (2012) study “Clinical Governance, Performance Appraisal and Interactional and Procedural Fairness at a New Zealand Public Hospital” to develop an...
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