...ASSIGNMENT 2 RECRUITMENT BUS 325 WEEK 8 Assignment 2 – Recruitment, Training, and Compensation Use the Internet to research an MNE. Gather basic information about the enterprise as well as specifics about their international business strategy. Be sure to select a different MNE than you did for the first writing assignment. Write a 4-6 page paper in which you: 1. Provide a brief description of the enterprise (e.g., their industry, size, location, number of employees). 2. Outline a recruiting and selection strategy for your selected MNE that could be used to effectively meet organizational requirements for operating in multiple countries. 3. Outline a training and development strategy for your selected MNE that could be used to effectively meet organizational requirements for operating in multiple countries. More Details hidden… BUS 325 WEEK 8 ASSIGNMENT 2 RECRUITMENT BUS 325 WEEK 8 Assignment 2 – Recruitment, Training, and Compensation Use the Internet to research an MNE. Gather basic information about the enterprise as well as specifics about their international business strategy. Be sure to select a different MNE than you did for the first writing assignment. Write a 4-6 page paper in which you: 1. Provide a brief description of the enterprise (e.g., their industry, size, location, number of employees). 2. Outline a recruiting and selection strategy for your selected MNE that could be used to effectively meet organizational requirements for operating in multiple...
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...The purpose of this Request for Proposal (RFP) is to invite prospective vendors to submit a proposal to supply a Structured Cabling solution to Tiffany’s networking. The RFP provides vendors with the relevant operational, performance, and architectural requirements for the solution. 2 Coverage & Participation The intended coverage of this RFP, and any agreement resulting from this solicitation, shall be for the use of all departments at Tiffany’s networking along with any satellite offices. Tiffany’s networking reserves the right to add and/or delete elements, or to change any element of the coverage and participation at any time without prior notification and without any liability or obligation of any kind or amount. General Information The Enterprise Insert Enterprise Description Here Describe the enterprise in a few brief paragraphs. State the core business of the enterprise, the number of employees and the general size of the IT infrastructure: number of workstations, servers, etc. Include a description of the business and location including any satellite offices that will be involved in the project. Describe the overall objectives of the Structured Cabling solution purchase. Focus on larger business goals, not technical specifications. For example, most enterprises put the purchase of a Structured Cabling solution in the context of meeting specific goals in a data center expansion or a building project, and to ensure a specific level of...
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... | | |All text in red is a hyperlink. | | | | | | | |Help is available by clicking on a | | | |[pic] | | | | |Description of the business 2 |Products & services 3 | | |Major demographic, economic, social and cultural factors|Pricing and distribution 3 | | |2 |Market trends 3 | | |Major players (suppliers, distributors, clients) 2 |Implications or risk factors 3 |...
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...Sustainability Reporting Guidelines & Oil and Gas Sector Supplement © 2000-2012 GRI Version 3.1/OGSS Final version The Oil and Gas Sector Supplement is based on the G3.1 Sustainability Reporting Guidelines © 2000-2012 GRI Version 3.1/OGSS Final version Oil and Gas Sector Supplement Sustainability Reporting Guidelines RG & OGSS Table of Contents Overview of the Guidance provided in this Document for the Oil and Gas Sector Human Rights Society Product Responsibility 43 47 52 Preface Sustainable Development and the Transparency Imperative General Reporting Notes Data Gathering Report Form and Frequency Assurance 10 Glossary of Terms Acknowledgments 12 12 13 14 54 54 55 56 58 Introduction Introductory Section for the Oil and Gas Sector Overview of Sustainability Reporting The Purpose of a Sustainability Report Orientation to the GRI Reporting Framework Orientation to the GRI Guidelines Applying the Guidelines Part 1 Defining Report Content, Quality, and Boundary Guidance for Defining Report Content Principles for Defining Report Content Principles for Defining Report Quality Guidance for Report Boundary Setting 16 17 22 26 Part 2 Standard Disclosures Strategy and Profile 1. Strategy and Analysis 2. Organizational Profile 3. Report Parameters 4. Governance, Commitments, and Engagement 5. Management Approach and Performance Indicators Economic Environmental Social: Labor Practices and Decent Work 40 29 29 30 30 31 33 34 36 ...
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...Globalization and HRM Strategies James L. Duncan Dr. Sue Golabek Business (325) November 4, 2012 Strayer University Provide a brief description of the enterprise (e.g., their industry, size, location, number of employees). FedEx Express Company is a package services organization based in Memphis, Tennessee. They offer transportation services and house the world’s largest variety of shipments. In recent years, this company changed their services to offer other services besides express shipping. By FedEx expanding their services, it has helped their business grow in size now operating in eight different companies under the FedEx umbrella (History of FedEx, 2012). FedEx Express is the first overnight courier service that runs next day air service as wells as time-certain global service. FedEx Express controls the world’s largest domestic aircraft fleet, to include a large fleet of wide bodied domestic aircraft. This allows the company the capability of carrying more cargo shipments than any other airline or shipping company (History of FedEx, 2012). FedEx Ground assures day-confident delivery for Canada and the United States at a cost savings, when compared to the Express side of the company. They operate a huge fleet of vehicles that has independent owner and operators. These drivers are independent contractors that manage specific delivery routes and areas (History of FedEx, 2012). In addition to the two companies listed above, FedEx Corporation...
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... | |2. |Table of Contents | |3. |Executive Summary | Cover Page Please mention the title as `Business Plan' in the Cover Page and include the followings: |1. |Name of enterprise | |2. |Name of entrepreneurs | |3. |Logo of the Company (if any) | |4. |Address (Office & factory) | |5. |Phone / Mobile no. | |6. |Fax | |7 |E-mail | |8. |Website | Table of Contents |Sl |Content |Pages | |I |Executive Summary | | |II |Brief Description of the Business | | |III |Description of Product/ Service | | |IV |Marketing Plan | | |4.1 |Name of major...
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............... 2 3. Market trends .................................................................. 4 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. Market set for strong growth as rise of social media increases importance of online reputation ................................. 4 Buzz monitoring becomes a hygiene factor for businesses seeking to manage risk ................................................................ 6 Companies strive for structured approach and workflow, to make insights actionable ............................................................. 8 Businesses wrestle with ownership and resourcing ................. 10 Digital marketers struggle to find right metrics ........................ 12 Growing competition likely to trigger industry...
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...Executive summary 3 2. Overview of status of micro-lending in general, for vulnerable groups and Roma population in particular 3 2.1 A brief look at the competition: Usury and quick loans in Hungary 7 3. Description of Hungarian microfinance project 11 4. Risk analysis of micro-lending institution and its operations for disadvantaged groups as designed under the Micro-credit program for disadvantaged groups in Hungary and mitigation guidelines 12 4.1 Institution Related 13 4.2 Target Group Related 14 4.3 Product Related 15 4.4 Loan Process 21 4.5 Delinquency and Defaults 27 5. A set of indicators for risk monitoring and portfolio management 30 6. Conclusions and Recommendations 30 Table 1. Risk Areas and Mitigation Approaches 32 Table 2. Characteristics of Client Economic Activities 36 Table 3. Product Specification Sheet: Credit Product 38 Table 4. Loan Analysis Form 39 Table 5. Financial Statements With Loan Loss Provision and Reserve 42 Table 6. Portfolio Management Indicators 43 1. Executive summary This report has been commissioned by the UNDP, Project Nr. 00042644 “Micro-credit programme for disadvantaged groups in Hungary – with a special focus on the Roma population”. The project is in the start-up phase and undertakes to provide financial services to the Roma population in selected locations in Hungary. The initiative follows the footsteps of more or less successful Roma microfinance schemes in Bulgaria, Slovakia, Bosnia-Herzegovina...
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...NEW DELHI SUMMER PROJECT REPORT On THE STUDY OF SELECTION & RECRUITMENT PROCESS IN DLF PROJECTS LTD. & ITS EFFECTIVENESS FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF MASTER OF BUSINESS ADMINISTRATION SUBMITED BY SATYAPRAVA MANTRI M.B.A II SEMESTER 2010-2012 CERTIFICATE Certified that this project report “The study of selection & recruitment process in DLF Projects Ltd. & its effectiveness” is the bonafide work of “Satyaprava Mantri” who carried out the project work under the supervision of Mr.Sanjay Bharatwaj. SIGNATURE Mr.Sanjay Bharatwaj DECLARATION We hereby declare that the following project titled ‘Study of selection & recruitment process in DLF Projects Ltd. & its effectiveness’ is an authentic work done by me. This is to declare that all of the work indulged in the completion of this Project Report such as research, competitor analysis, and data collection is profound and honest. This report is submitted in partial fulfillment of the requirement for the degree of Masters of Business Administration (MBA) in IILM Business School, New Delhi. We have not submitted the project report for any academic purpose elsewhere. Satyaprava Mantri ACKNOWLEDGEMENT I owe a great thanks to many people who helped and...
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...APPEN DIX Writing a Marketing Plan Have a plan. Follow the plan, and you’ll be surprised how successful you can be. Most people don’t have a plan. That’s why it’s easy to beat most folks. —Paul “Bear” Bryant, football coach, University of Alabama 2A for the firm, marketing objectives and strategy specified in terms of the four Ps, action programs, and projected or pro forma income (and other financial) statements—enables marketing personnel and the firm as a whole to understand their own actions, the market in which they operate, their future direction, and the means to obtain support for new initiatives.2 Because these elements—internal activities, external environments, goals, and forms of support—differ for every firm, the marketing plan is different for each firm as well. However, several guidelines apply to marketing plans in general; this Appendix summarizes those points and offers an annotated example. WHY WRITE A MARKETING PLAN?1 A s a student, you likely plan out much in your life—where to meet for dinner, how much time to spend studying for exams, which courses to take next semester, how to get home for winter break, and so on. Plans enable us to figure out where we want to go and how we might get there. For a firm, the goal is not much different. Any company that wants to succeed (which means any firm whatsoever) needs to plan for a variety of contingencies, and marketing represents one of the most significant. A marketing plan—which we defined...
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...APPEN DIX 2A Writing a Marketing Plan Have a plan. Follow the plan, and you’ll be surprised how successful you can be. Most people don’t have a plan. That’s why it’s easy to beat most folks. —Paul “Bear” Bryant, football coach, University of Alabama WHY WRITE A MARKETING PLAN?1 A s a student, you likely plan out much for the firm, marketing objectives and strategy in your life—where to meet for din- specified in terms of the four Ps, action programs, ner, how much time to spend study- and projected or pro forma income (and other ing for exams, which courses to take financial) statements—enables marketing per- next semester, how to get home for winter break, sonnel and the firm as a whole to understand and so on. Plans enable us to figure out where we their own actions, the market in which they want to go and how we might get there. operate, their future direction, and the means to For a firm, the goal is not much differ- obtain support for new initiatives.2 ent. Any company that wants to succeed (which Because these elements—internal activ- means any firm whatsoever) needs to plan for ities, external environments, goals, and forms a variety of contingencies, and marketing repre- of support—differ for every firm, the marketing sents one of the most significant. A marketing plan is different for each firm as well. However, plan—which we defined in Chapter 2 as a written several guidelines...
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...Sector Report No. 8 / 2006 ICT and e-Business in the Tourism Industry ICT adoption and e-business activity in 2006 European Commission Tourism About e-Business W@tch and this report The European Commission, Enterprise & Industry Directorate General, launched the e-Business W@tch to monitor the growing maturity of electronic business across different sectors of the economy in the enlarged European Union, EEA and Accession countries. Since January 2002, the e-Business W@tch has analysed e-business developments and impacts in manufacturing, construction, financial and service sectors. All results are available on the internet and can be accessed or ordered via the Europa server or directly at the e-Business W@tch website (http://ec.europa.eu/comm/enterprise/ict/policy/watch/index.htm, www.ebusiness-watch.org). This document is a sector study by e-Business W@tch, focusing on the tourism industry. Its objective is to describe how companies in this industry use ICT for conducting business, to assess the impact of this development for firms and for the industry as a whole, and to indicate possible implications for policy. Analysis is based on literature, interviews, case studies and a survey among decision-makers in European enterprises from the tourism industry about the ICT use of their company. Disclaimer Neither the European Commission nor any person acting on behalf of the Commission is responsible for the use which might be made of the following information...
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...Tutor2u Limited All Rights Reserved No part of this material may be reproduced in whole or in part without the express written permission of Tutor2u Limited. This publication is not endorsed or approved by AQA. Tutor2u Limited Boston House 214 High Street Boston Spa LS23 6AD Please contact jimriley@tutor2u.net with details of any errors, omissions or suggestions for future editions. © Tutor2u Limited All Rights Reserved www.tutor2u.net AQA AS Business Studies Unit 1 (BUSS1) Course Companion Contents Introduction to AQA AS Business Unit 1 .....................................................................6 Section 1: Starting a Business ......................................................................................7 Enterprise and Entrepreneurs .......................................................................................8 Introduction ......................................................................................................................................... 8 Entrepreneurs ..................................................................................................................................... 9 Motives for starting a business ........................................................................................................... 9 Downsides of starting a business ..................................................................................................... 10 Risk and reward ........................................
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...Being entrepreneurial means being able to identify, start, and maintain a viable and profitable business, particularly a small enterprise. People spend most of their lives working for someone else. Some people eventually rise to positions of wealth and power, while the rest languish in unchallenging and low-paying jobs. On the other hand, there are a select few who strike it out on their own rather than work for others. They put up their own enterprise. You may ask: “Why should I risk my resources in an unpredictable business when I could hold a stable job with permanent tenure and an assurance of a regular monthly income without any risk?” In other words, why be an entrepreneur rather than an employee? Having your own business has tremendous rewards, but be sure to weigh prospective returns against potential risks and losses. REWARDS OF GOING INTO BUSINESS OR ENTREPRENEURSHIP Having unlimited opportunity to make money When you have your own business, you will most certainly have unlimited potential to earn money. How much money you earn depends on the time and effort you put into your enterprise. Successful entrepreneurs have earned their wealth and prestige through hard work and by having the right product for the right market at the right time. Being your own boss As manager of your business, you make the decisions for your enterprise and take full responsibility for these. The quality of these decisions will translate into either gain or loss for your business...
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...nature. With regards to SMEs specifically, consideration of earlier research may assist us in identifying a set of enablers and barriers to e-business adoption. Hence, by explicitly acknowledging the context and prior history of research in the area, we are able to map out the dimensions of future theoretical and empirical research in e-business adoption by SMEs. In addition to drawing together factors identified by existing research, the paper highlights the implications of network externalities for the timing of technology investments and the returns that accrue to early and late adopters. It also draws attention to a number of problems associated with the analytical concept of ‘the SME’ when it is applied to this area. The research proceeds by clearly defining the technological and organisational characteristics of the e-business model and a brief consideration of the trends in adoption in the UK vis-à-vis adoption in the other G7 countries. Together these set up a detailed consideration of the internal and external factors influencing adoption. A qualitative approach, in the form...
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