...operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between operations and the other business functions is similarly important. The objective of the operations function is to produce the goods and services required by customers whilst managing resources as efficiently as possible. Rane Brake Lining planned to transform it to compete with global players. Automatically it would help the RBL to be successful in Indian market also. In this journey RBL has changed its goal “to create customer” and aimed at “maximizing customer satisfaction”. The...
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...University of Dhaka Faculty of Business Studies Department of Marketing CSR Activities of Rahimafrooz Group Submitted to Professor Dr. Anisur Rahman Nadeem Nafis – 41119044 Table of Contents Topics Page No. Introduction What is CSR Compendium about the studied company Business Domain Rahimafrooz (Bangladesh) Limited Rahimafrooz Accumulators Limited Rahimafrooz Batteries Limited Rahimafrooz Globatt Ltd. Rahimafrooz Distribution Ltd. Rahimafrooz CNG Ltd. Rahimafrooz Renewable Energy Ltd. Rahimafrooz Energy Services Ltd. Rahimafrooz Superstores Ltd. Rahimafrooz’s corporate social responsibility (CSR) overview Rural service foundation (RSF) The Dhaka project How Dhaka project works? RSF model school & college RSF IT center Poribesh utshab Make road safer 3R – Reduce, Reuse & Recycle Reduce Reuse Recycle Conclusion Reference Introduction What is Social Responsibility & CSR? Business firms conduct activities to produce goods and services to generate profits. Obviously these activities greatly affect our society. Thus, social responsibility is the awareness that business activities have an impact on society and considering of that impact by firms in decision making There is no consensus in and out of business about meaning of social responsibilities. In the classical point of view, a business is acting in a socially responsible manner if it...
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...MD. ZAFRUL HASSAN Address :558 Shaheenbagh(3rd Floor),Dhaka. Home Phone :02-8110848 Mobile :01713336392 / 01973336392 e-mail: mzafrulhasan@gmail.com Career Objective: Seeking a "Management" position where my extensive sales, marketing and management experience and Customer Relation skills and abilities will be used effectively. Career Summary: To contribute to the best of my ability and having more than Ten years of professional experience towards the growth and development of well-known brand ( like Aktel,Philips,Transtec,Nokia,Siemens,Whirlpool,Lucas,Dunlop,Castrol, Mitsubishi) with the progressive company (like A K Khan& Co.,Transcom Electronics Ltd. ,Rahimafrooz Distribution Ltd.,Rangs Group) to pursue a Challenging, Responsible and Rewarding career. Specialization: An articulate, highly-organized and result-oriented manager with a proven track record of innovative leadership, successful problem-solving and of exceeding target and objectives. Excellent interpersonal skills, which have been utilized to establish strong and effective relationship in all areas of Sales & Distribution, Retail-Wholesale, mass merchandising and marketing. Area Of Workings : # Sales operation # Channel Development & Distribution Management # Marketing & product promotion planning # Supply Chain # Direct & Indirect sales and Distribution # Product Marketing & Development # Market Research & Analysis # Customer Service # Franchisee set up & Operation # Corporate...
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...“A critical component of any winning business is an HR function that improves business results. I highly recommend this book to HR and business leaders everywhere.” —William S. Allen, Senior VP, Group HR, AP Moller-Maersk AS, Copenhagen, Denmark “Got business? This book does. By asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and Global Leader, Advisory People and Change, PwC “Wow, they have done it! Many HR shops need transformation but don’t have the answers. This book is the roadmap, answers the questions, provides the rationale, and describes how HR transformations should unfold. Read it, but better yet—do it!” —Richard W. Beatty, Rutgers University, coauthor of The Differentiated Workforce “A must read for an HR team that wants to add the most value to the business.” —Bob Bloss, HR Executive Vice President, Hallmark “A thoughtful and practical guide that will help leaders navigate some of the most important decisions about building the HR organization of the future.” —John Boudreau, USC Marshall, coauthor of Investing in People and Beyond HR “Two bangs for your hard-earned buck. First, a very strong summary of the key tenets of the most important HR thinking. Second, highly practical examples of what to do and—even more importantly—what NOT to do when embarking upon transformation.” —Reg Bull...
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...INTRODUCTION Hindustan Unilever Limited (HUL) (BSE: 500696) is India's largest consumer goods company based in Mumbai, Maharashtra. It is owned by the British-Dutch company Unilever which controls 52% majority stake in HUL. Its products include foods, beverages, cleaning agents and personal care products. HUL was formed in 1933 as Lever Brothers India Limited and came into being in 1956 as Hindustan Lever Limited through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co. Ltd. and United Traders Ltd. It is headquartered in Mumbai, India and has an employee strength of over 16,500 employees [2] and contributes to indirect employment of over 65,000 people.[3] The company was renamed in June 2007 as “Hindustan Unilever Limited”. Lever Brothers started its actual operations in India in the summer of 1888, when crates full of Sunlight soap bars, embossed with the words "Made in England by Lever Brothers" were shipped to the Kolkata harbour and it began an era of marketing branded Fast Moving Consumer Goods (FMCG).[4] Hindustan Unilever's distribution covers over 2 million retail outlets across India directly and its products are available in over 6.4 million outlets in the country. As per Nielsen market research data, two out of three Indians use HUL products.[5] ------------------------------------------------- Brands HUL is the market leader in Indian consumer products with presence in over 20 consumer categories such as soaps, tea, detergents and shampoos amongst...
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...www.sciedu.ca/jms Journal of Management and Strategy Vol. 1, No. 1; December 2010 Talent Management in HR Preeti Khatri (Corresponding author) HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 099968-56761 E-mail: pkhatri2010@rediffmail.com Shikha Gupta HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 098131-81836 E-mail: shikha_gupta40@yahoo.com Kapil Gulati HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 09812-04737 E-mail: kgulati85@yahoo.com Santosh Chauhan GIMT, 7 kms. From Pipli, Kurukshetra-Ambala Road, Kurukshetra, Haryana (136118), India Tel: 094165-70322 Received: August 13, 2010 Abstract Managing talent in a global organization is more complex and demanding than it is in a national business—and few major worldwide corporations have risen to the challenge. The current business and economic environment is exposing a host of weaknesses in the talent management practices of many organizations, as well as the lack of a comprehensive understanding of skills, capabilities, key workforces and top talent. Talent strategy is, in fact, as important as any other part of an organization’s overall strategy, regardless of the business conditions. Unfortunately, the harsh glare of the downturn has exposed the fact that the talent planning and management capabilities of many organizations are not equal to the challenges that lie ahead. Smart companies will also keep an eye out for skilled workers who in...
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...[pic] On A Study of foreign exchange operation of Islami Bank Bangladesh Limited Acknowledgement At the very beginning I would like to thank Almighty Allah for giving me the strength to finish the project within the schedule time. During the preparation of this report I have received generous help from many individuals which I would like to mention with my deepest gratitude. First of all, I must take this opportunity to thank “Islami Bank Bangladesh Limited” for giving me the opportunity to complete my internship program in their organization. It was really a great opportunity to work on this topic, and which is really an important and exceptional report. I tried to dedicate my best trying and resources. But “Too Error is Human”, I am not exception to this, I have some limitations, also. My ultimate constraint was time, I invested beyond this report. If I could give more times, I could make it better in the point of view of doing “Discovery of Information”, “Recommendation” etc. Al last, I just want to say that I tried my best to make it realistic. I am extremely sorry for my limitations and constraints that had impact in making the “Internship Report” efficient and effective. [pic] |Topics ...
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...[pic] Student Guide for Performance Based Service Acquisition And The Seven Step Process (ACQ 265) Nov 2009 Table of Contents UNIT 1 Introduction UNIT 2 Form the Team, Review Current Strategy, Market Research Step 1: Form the Team Step 2: Review the Current Strategy Step 3: Market Research UNIT 3 An Industry Perspective: Approaching an Acquisition UNIT 4 Requirements Definition Step 4: Requirements Definition UNIT 5 Develop your Sourcing Strategy Step 5: Sourcing Strategy UNIT 6 Execute the Strategy Step 6: Execute the Strategy UNIT 7 Performance Management Step 7: Manage Performance Appendices I Acronym List II Glossary | | | |Course Title |Performance Based Service Acquisition (ACQ 265) | | | | | | | |Lesson Title | Course Introduction | | ...
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...“Corporate Social Responsibility: A Journey towards sustainability Case Study on Ballarpur Industries Ltd.” in reference to Yamunanagar Plant” *Ms. Shilpa Jain **Mr. Abhishek Tripathi Abstract ……………………………………………………………………………………………………………………………… CSR is not new to India; companies like TATA and BIRLA have been imbibing the case for social good in their operations for decades long before CSR become a popular cause. Inspite of having such life size successful examples, CSR in India is in a very nascent stage. It is still one of the least understood initiatives in the Indian development sector. Thus the situation is far from perfect as the emphasis is not on social good but rather on a policy that needs to be implemented. A lack of understanding, inadequately trained personnel, non availability of authentic data and specific information on the kinds of CSR activities, coverage, policy etc. further adds to the ineffectiveness of CSR programmes. But the situation is changing and CSR is coming out of the purview of ‘doing social good’ and is fast becoming a ‘business necessity’. The ‘business case’ for CSR is gaining ground and corporate houses are realising that ‘what is good for workers - their community, health, and environment is also good for the businesses. Present article focuses on the CSR with the case study of BILT (YamunaNagar Plant) as a concept and analyses the real life case study. Present paper is divided in to two parts. First part gives the insight...
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...http://www.easy-strategy.com/strategy-gurus.html Home Sitemap Contact Us Articles Speaker Seminars Consulting Negotiation War Room Osama El-Kadi Easy Strategy Videos Stories Gurus 36 Strategies Art of War News Build a Site My Books History Management & Strategy Gurus and Masters The complete A to Z Guide ABCDEFGHIJKLMNOPQRSTUVWXYZ A point of clarification before you start your journey with the gurus and masters: a Guru is a person who is very knowledgeable and teaches a particular strategy. A Master is a practitioner of the art of strategy in life and in business. Management & Strategy Gurus Main Guru's Index ABCDEFGHIJKLMNOPQRSTUVWXYZ 1 of 41 9/21/2014 3:38 PM http://www.easy-strategy.com/strategy-gurus.html Military Gurus Blog Ask me! Newsletter Clients Privacy Policy Motivational [?]Subscribe To This Site A Igor Ansoff Igor Ansoff The father of Strategic management Igor Ansoff (1918-July 14, 2002) was an applied mathematician and business manager. He is known as the father of Strategic management. He was a distinguished professor at United States International University (now Alliant International University) for 17 years, where several institutes continue his work in strategic management research. Igor was recognized worldwide as the Pioneer and Father of Strategic Management. He was the first management strategy guru to recognize the need for strategic planning for firms operating in the increasingly complex and turbulent environment. ...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2051-6614.htm Human resource management and organizational effectiveness: yesterday and today Randall Schuler and Susan E. Jackson School of Management and Labor Relations, Rutgers University, New Jersey, USA and Lancaster University Management School, Lancaster, UK Abstract Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities...
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...Investment and Foreign Exchange operation of Islami Bank Bangladesh Limited (IBBL) Table of Contents: LIST OF ILUSTRATION 5 Executive Summary 6 ACKNOWLEDGEMENT 7 CHAPTER ONE: INTRODUCTION: 8 1.1 PURPOSE 8 1.2 SCOPE: 8 1.3 BACKGROUND 9 1.4 METHODS OF DATA COLLECTION 10 1.5 LIMITATION OF THE STUDY: 11 CHAPTER TWO: PROFILE OF IBBL 12 2.1 INTRODUCTION: 12 2.2 DEFINITION OF ISLSMIIC BANK: 12 2.3 Historical Background of IBBL: 12 CHAPTERFOUR: FOREIGN EXCHANGE OPERATION 49 OF IBBL 49 4.2 FOREIGN EXCHANGE: 49 4.3 Functions of Foreign Exchange Department: 50 Exports: 50 LIST OF ILUSTRATION Executive Summary Islamic banking is relatively a new concept in the world. Before the inception of Islamic banking phenomenon, banks were institutes to be avoided by the millions of Muslims. Keeping aloof themselves from banking, Muslims began to loss their market in the world economy. As the competition the business world became more and more severe, businesspersons had no alternative banking premises and many of them were getting involved in the traditional banking. However, the traditional banking is based on interest, which is fully prohibited in Islam. To overcome this problem, Muslim scholars, philosophers, economists etc....
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...ANALYSIS OF HUL ON 4P’S OF MARKETING AND ITS CONSUMER BEHAVIOUR A PROJECT REPORT CERTIFICATE OF COMPLETION BONAFIDE CERTIFIACATE Certified that this project report “ANALYSIS OF HUL ON 4P’S OF MARKETING AND ITS CONSUMER BEHAVIOUR” is the bona-fide work of “ASHISH KUMAR SAINI” who carried out the project work under my supervision. ……………………………… ………………………………… Dr. Kriti Priya Gupta Miss. Subodh Choudhary (ACADEMIC CO-ORDINATOR PGDM) (SUPERVISOR) IAMR Ghaziabad DECLARATION I, Ashish Kumar Saini, hereby declare that the project work entitled “ANALYSIS OF PUREIT ON 4 P’S OF MARKETING AND CONSEMER BENHAVIOUR” is an authenticated work carried out by me at HINDUSTAN UNILIVER LIMITED under the guidance of Miss. Subodh Choudhary for the partial fulfillment of the award of the Diploma of PGDM and this work has not been submitted for similar purpose anywhere else except to IAMR, Ghaziabad, approved by AICTE. Date: Place: (ASHISH KUMAR SAINI) ACKNOWLEDGEMENT I take this opportunity to express my gratitude to the Management of HUL at Jaipur for providing me the opportunity to get an exposure of their esteemed unit. I am sincerely thankful to the HR department for coordinating my training and explicitly express my thanks to Mr. Shahnawaz Alam for their continued help and guidance during my stay there. Last...
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...Investment and Foreign Exchange operation of Islami Bank Bangladesh Limited (IBBL) Table of Contents: LIST OF ILUSTRATION 5 Executive Summary 6 ACKNOWLEDGEMENT 7 CHAPTER ONE: INTRODUCTION: 8 1.1 PURPOSE 8 1.2 SCOPE: 8 1.3 BACKGROUND 9 1.4 METHODS OF DATA COLLECTION 10 1.5 LIMITATION OF THE STUDY: 11 CHAPTER TWO: PROFILE OF IBBL 12 2.1 INTRODUCTION: 12 2.2 DEFINITION OF ISLSMIIC BANK: 12 2.3 Historical Background of IBBL: 12 CHAPTERFOUR: FOREIGN EXCHANGE OPERATION 49 OF IBBL 49 4.2 FOREIGN EXCHANGE: 49 4.3 Functions of Foreign Exchange Department: 50 Exports: 50 LIST OF ILUSTRATION Executive Summary Islamic banking is relatively a new concept in the world. Before the inception of Islamic banking phenomenon, banks were institutes to be avoided by the millions of Muslims. Keeping aloof themselves from banking, Muslims began to loss their market in the world economy. As the competition the business world became more and more severe, businesspersons had no alternative banking premises and many of them were getting involved in the traditional banking. However, the traditional banking is based on interest, which is fully prohibited in Islam. To overcome this problem, Muslim scholars, philosophers, economists etc....
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...A BRAZILIAN MARKETING STRATEGY FOR SKINCARE PRODUCTS International Marketing 2010-2011 1 Content 1. Introduction........................................................................................................................ 4 1.1 1.2 1.3 2. International Marketing .............................................................................................. 4 Company description ................................................................................................... 5 Goal of the study ......................................................................................................... 5 General cultural concepts .................................................................................................. 7 2.1 2.2 2.3 History.......................................................................................................................... 7 Geography and environment ...................................................................................... 7 Demography ................................................................................................................ 8 Basic facts ............................................................................................................. 8 Population density.............................................................................................. 10 Brazilian ethnicity .................................................................................................
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