...____ 5. Considering the trends in HR, current HR departments compared to departments of twenty years ago would a.|tend to have larger staffs.| b.|have more clerks than professional staff.| c.|be less likely to be strategic partners with top management.| d.|be more tightly linked with vendors of HR specialty services.| ____ 11. All of the following statements about business process reengineering are true EXCEPT a.|BPR may have negative impacts on the organization’s employees.| b.|BPR applies to manufacturing industries rather than to the service sector, which uses the “enterprise management improvement” method instead.| c.|an organization that implements BPR can expect to experience radical redesign of its business processes, rather than incremental improvements.| d.|the purpose of BPR is to achieve dramatic changes in cost, quality, speed and service.| ____ 12. Typically, the largest controllable expense in the organization involves a.|executive salaries and bonuses.| b.|technology software and hardware.| c.|the employees.| d.|raw material input.| ____ 16. In order to ward off a complaint of discrimination, every requirement for employment must be a.|benchmarked against industry best practices.| b.|approved by the EEOC.| c.|consistent with past practice in the company.| d.|directly job related for the position.| ____ 25. A large nursery and garden center specializes in a wide variety of trees, landscaping plants and vegetables for a well-to-do...
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...Evaluating your current sales force is an important step in the process of deciding whether and how to grow your sales team. If your existing sales force is fine and will be more than adequate to fuel future growth, you can keep the number of people the same and simply add some additional training or perhaps a revamped compensation package. On the other hand, your sales force may need to grow by a few heads, or you may choose to stay the same size but have different people filling the sales positions. Step one in evaluating your sales force is to decide what you want it to do for you. For some companies that do most of their selling through mail order or the Internet, a sales force is strictly an option. In this case, you may expect your sales force to handle only the larger accounts, leaving the smaller orders to customer service personnel and order-takers. For other companies, however, the salesperson is the most visible-and perhaps the only--outward manifestation of the company seen by customers. This type of salesperson carries a heavy load. He or she has to uphold the company's image, hold the customers' hands, interface with delivery and repair departments at headquarters, and, of course, get the sale. It won't require a lot of thought for you to come up with a good description of what you want your sales force to do. Make sure you're not evaluating your sales force based on some other company's needs. For instance, if your salespeople are primarily charged with following...
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...OMM 618 Human Resource Management Hiring and Analysis a Textile Designer Teacher name April 21, 2012 I have had the pleasure to find a replacement for my previous position as I was promoted to Head Textile Design Manager for Princess Fashions Inc. I had the task of hiring and training a person for my previous position as a textile designer. Hiring is not that easy of task to do. There are many challenges that need to be addressed such as advertising for a replacement, interviewing many candidates, reviewing their qualifications, hiring and training. A thorough job analysis is needed to complete the process along with information about the different theories of human resources. It will be discussed in this research project, the measures used to hire, interview, train, and create a title for the replacement employee. This discussion will include the offering salary for the replacement, hiring requirements, training tools used, what is expected of the replacement and a performance evaluation to score the new employee. I do have an advantage in my favor from previously training new hires in the same department as me. Although I was not part of the hiring staff, knowing what was needed from the replacement having done the job for 5 years gave me a comfortable advantage. To begin the search for a replacement, a description is needed to clarify to the candidates who and what is needed to fill the...
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...www.it-ebooks.info www.it-ebooks.info Programming Interviews Exposed: Secrets to Landing Your Next Job Preface. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxv Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix Chapter 1 Before the Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Chapter 2 The Job Application Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Chapter 3 Approaches to Programming Problems. . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Chapter 4 Linked Lists. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Chapter 5 Trees and Graphs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Chapter 6 Arrays and Strings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...[pic][pic][pic] | | | | | | The Too-Fast Track China’s rapid economic expansion has revealed a paucity of leadership talent, prompting companies to elevate young managers who oftentimes lack the necessary tools but, regardless, are highly sought after by competitors and can change jobs almost at will. By Ed Frauenheim [pic] s vice president of Hyatt International Hotels and Resorts for China and Taiwan, Edward Tai has promoted countless employees during his 34-year career with the upscale hotel chain. In fact, the affable 62-year-old China native says Hyatt often creates elaborate four-year plans to groom up-and-coming execs to head a department in China. But some of those rising stars—and many of Hyatt’s competitors—can’t endure a lengthy development pro¬cess. In leadership-starved China, raiding the competition in search of people who display a shred of managerial potential is all too common. And it’s penalizing executives like Tai, who wants to do things the right way. "By the second year, we do not think he is quite ready," Tai says. "But the other hotel chains, or other places, thinking he is from a Hyatt...
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...But it was his sheer genius combined with his ability to articulate his vision and bring staff, investors and customers along on the journey - plus the lessons learned in a major career setback - that made it work. The results: indisputable. A 'visionary' is how he is most often described in relation to Apple, the company he founded with high school buddy Steve Wozniak in 1976, was effectively fired from in 1985, and then returned to in 1997 with a renewed sense of purpose. And what a triumphant return it was. According the LA Times, the market value of Apple's shares has grown from about $US5 billion in 2000 to $US351 billion today making it one of the biggest publicly listed companies in the US, up there with the likes of Exxon Mobil. Dr Brent Coker from the University of Melbourne's management and marketing faculty describes Jobs as “one of the greatest business strategists of all times”. “There are a lot of people out there claiming to be futurists,” Dr Coker said. “Most of them are keynote speakers or public speakers - it is rare to have a futurist that demonstrated his ability to almost predict the future in a real live business setting.” But Jobs's rise to the top was hardly textbook perfect. A university dropout, he worked at Atari and travelled through India before seeing a commercial opportunity in the computer (the original Apple I) Wozniak had built to impress some friends. They started the company with an investment of $US1300 of their own money...
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...Running head: PROBLEM SOLUTION: RIORDAN MANUFACTURING Problem Solution: Riordan Manufacturing University of Phoenix MMPBL/530 November 14, 2011 Donnetta Webb Problem Solution: Riordan Manufacturing The Riordan scenario shows the issue with the company personnel and organizational leadership. Riordan Manufacturing is a global plastics producer employing 550 people with projected annual earnings of $46 million. The company is owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion. Riordans major customers are automotive parts manufactures, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers. The current reward system at Riordan is not performance and leans on other factors that may be a hindrance to some individuals who may believe that they are deserving, thus resulting in a decline in morale and work ethic because of the morale system. Riordan faces conflict of interest between top management in various areas causing a gap between members of top management and also employees. The CEO knows that something must happen and is considering his options that may include the overhauling of a new Human Resources (HR) system that will provide motivation, new reward system, or a change in pay for employees (Scenario 2: Riordan manufacturing). The employees are potentially looking for jobs elsewhere, and the leadership is guessing at solutions. The company decides...
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...WHY GOOD LEADERS MAKE BAD Neuroscience reveals what distorts a leader’s judgment. Here’s how you can keep your own judgment clear. BY ANDREW CAMPBELL, JO WHITEHEAD, AND SYDNEY FINKELSTEIN 6 0 Harvard Business Review 1827 Feb09 Campbell layout.indd 60 | February 2009 | DECISION MAKING lies at the heart of our personal and professional lives. Every day we make decisions. Some are small, domestic, and innocuous. Others are more important, affecting people’s lives, livelihoods, and well-being. Inevitably, we make mistakes along the way. The daunting reality is that enormously important decisions made by intelligent, responsible people with the best information and intentions are sometimes hopelessly flawed. Consider Jürgen Schrempp, CEO of Daimler-Benz. He led the merger of Chrysler and Daimler against internal opposition. Nine years later, Daimler was forced to virtually give Chrysler away in a private equity deal. Steve Russell, chief executive of Boots, the Shout DECISIONS hbr.org 1/5/09 4:28:42 PM hbr.org 1827 Feb09 Campbell layout.indd 61 | February 2009 | Harvard Business Review 61 1/5/09 4:28:52 PM Why Good Leaders Make Bad Decisions IDEA put all this in context, however, we first UK drugstore chain, launched a health IN BRIEF need to understand just how the hucare strategy designed to differentiate man brain forms its judgments. the stores from competitors and grow » Leaders...
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...RECRUITMENT PROCESS AT TMI GROUP Talent Management Inputs & Services Pvt.Ltd.,Begumpet B.Megha Reddy [pic] Project Report Submitted To Dhruva College of Management In Partial Fulfillment Of PGDM Program (2013-2015 DECLARATION I do hereby give the undertaking that the present study is a bona fide work and I have not submitted it for the award of any degree or diploma in any college or University. (Full signature) B.MEGHA REDDY ACKNOWLEDGEMENT A Good start leads to a Fine end. The ideal way to begin documenting this project work would be to extend my earnest gratitude to everyone who has encouraged, motivated and guided me to make a fine effort for successful completion of this project. I would like to thank Aparna Reddy.B Manager-HR, Ganeshan Madhavi Assistant Manager-HR, Sowmya.G Executive-HR of TM Inputs & Services Pvt. Ltd. for giving me an opportunity by taking me as an internee in their organization. This proved to be a very good learning experience for me, where I could get an exposure to all the aspects of real time Core HR activities. I am very thankful to Dr.U.B.Raju, Dean of Dhruva College of Management for guiding me throughout the project. My sincere Gratitude to the College Management for...
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...Describe each of the top five (5) advantages of a total rewards approach. Total rewards should embrace everything that today’s employee values in the employment relationship. Because total rewards are made up of all the tools that attract, motivate and retain employees, employers need to develop an effective strategy that works with its organizational demographics. (WorldatWork, 2007, pg. 4) There are five (5) advantages of a total rewards approach: Increase Flexibility, Improved Recruitment and Retention, Reduced Labor Cost/Cost of Turnover, Heightened Visibility in a Tight Labor Market, and Enhanced Profitability. Increased flexibility total rewards approach “combines transactional and relational awards to be mixed and remixed to meet the different emotional and motivational needs of employees (WorldatWork, 2007, pg. 15).” Workplace flexibility is a way to define how, when and where work gets done and how careers are organized. It is essential that flexibility work for both the employer and the employees, to be effective. Recruiting and retaining talent is an important priority for best-practice companies. Best practice companies understand the importance of attracting and retaining top talent because of the belief that “getting the right people on the bus” is likely to lead to better employee performance and long-term business success (http://www.totalhrmanagement.com/hr-as-a-strategic-business-partner). Improving recruitment and retention is important...
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...and grew up in Edinburgh, Scotland and Eric had spent several summers while in high school and at university backpacking around Europe. His facility for languages was impressive and he had an excellent working use of Spanish, French, Italian and German. He could converse in Cantonese, as the result of working in a noodle restaurant during university and had started a tutorial course in Mandarin last fall. Upon graduation, Eric backpacked around Europe and South America until his money ran out. Returning to Dallas he took a ticketing job with SouthWest Airlines and was quickly moved to the training unit. After four successful years at SouthWest, he was contacted by a headhunter about a position as Global Development Assistant with Tex-Mark. The promised combination of global travel, more money and a return to San Antonio proved irresistible, and Eric had been with Tex-Mark for five years now. His career progress to date was...
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...ATMonitor Commentary September 2011 Issue Fragmentation of Liquidity www.atmonitor.co.uk Fragmentation of Liquidity ATMonitor Commentary Foreword This is not an academic paper on theoretical discussions but rather a series of practical questions and answers that members of MyATMonitor have asked and industry experts answered. Our primary goal is to bring knowledge that will be useful to traders on the buy side. In fact, this philosophy is well reflected in the very heart of MyATMonitor, a reliable, independent and trusted peer-group network of and for buy-side only institutional traders. This publication has been compiled from ongoing Q&A activity on the MyATMonitor Expert Panels. At the time of publication, the Expert Panels on MyATMonitor are Dark Pools, Commission Sharing Arrangements, EMS/OMS Relationships, Fragmentation of Liquidity, MiFID II and Transaction Cost Analysis and Best Execution. The ATMonitor team would like to thank all members and experts that have generously contributed to the success of MyATMonitor. ATMonitor Team. www.atmonitor.co.uk 2 Fragmentation of Liquidity ATMonitor Commentary Experts Panellists (in the order of appearance): Steve Grob Director of Group Strategy, Fidessa Steve is responsible for Fidessa’s strategic development.This includes the development of new geographic markets and strategic partnerships and driving new industry initiatives. As part of this Steve heads up the firm’s strategy in response to the fragmentation...
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...o r g a n i z at i o n september 2008 A business case for women The gender gap isn’t just an image problem: our research suggests that it can have real implications for company performance. Some companies have taken effective steps to achieve greater parity. Georges Desvaux, Sandrine Devillard-Hoellinger, and Mary C. Meaney Article at a glance Companies that hire and retain more women not only are doing the right thing but can also gain a competitive edge. They can take several basic steps to achieve even greater parity. These companies will be able to draw from a broader pool of talent in an era of talent shortages. What’s more, research shows a correlation between high numbers of female senior executives and stronger financial performance. Women in developed economies have made substantial gains in the workplace during recent decades. Nevertheless, it’s still true that the higher up in a company you look, the lower the percentage of women. But some companies have moved successfully to increase the hiring, retention, and promotion of female executives. Their initiatives have included efforts to ensure that HR policies aren’t inadvertently biased against women or part-time workers, to encourage mentoring and networking, to establish (and consistently monitor at a senior level) targets for diversity, and to find ways of creating a better work–life balance. Changes like these have a price, but there are business advantages to making them—above and beyond the...
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...Research Method Methodology of the study To collect the information both primary and secondary sources were used. A specific research methodology was followed for primary sources. Sources The report is mainly based upon primary sources. However, some secondary sources like books, magazines, web sites etc. were consulted for an understanding of MGT practice and relevant information. To collect information from the primary sources, the following techniques of research were used: A) Collection of Data: Key persons behind the Bengal Glass Works Ltd. were interviewed to collect the data. They include mainly Deputy Manager, Human Resource Management, Training and Development manager. B) Interpretation of Data and Presentation of Facts: The information, collected from the relevant personnel and studies, were first recorded and then interpretation of the information was make. The significant findings are presented systematically throughout the report. Introduction The act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively that is the work of management. Though management work started from the beginning of the world, it became popular in 19th century. Management comprises planning, organizing, stuffing, leading and controlling an organization for the purpose of accomplishing goal. Management starts with planning. Good management starts with good planning. Without a plan...
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...Batek: Traditional Tattoos Batek: Traditional Tattoos and Identities in Contemporary Kalinga, North Luzon Philippines Analyn Ikin V. Salvador-Amores ABSTRACT In the early 16th century, traditional tattooing is widespread in the Philippines, but very little is known or written about the practice. Sources for the study of traditional tattoos in Northern Luzon are very inadequate and merely make vague statements on the function and symbolic meaning of tattoos, as well as the relationship between the practice and culture as a whole. The statements likewise reveal a distinctly ethnocentric deportment. Until today, tattooing and tattoo designs in the Cordilleras are best understood within the context of headhunting. Headhunting was the only known reason for tattooing, and, to this day, no one knows exactly what tattoos signify. This paper provides insights into the roles and functions of the tattoos, and how the tattoos (batek) become cultural symbols of the intricate rituals brought about by community regimens of the Ilubo, Kalinga. No longer practiced, the batek of the Ilubo is a visually powerful rendering of symmetry and unity of designs. Batek now serve as an archive of culture for the group. Keywords: Tattoo, rites of passage, body adornment, identity, Kalinga INTRODUCTION My anthropological interest in body ornamentation, specifically in traditional tattoos, began in 1990. I met an old Bontoc woman who sold balatinao (red rice) in one of the old market stalls in...
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