...UNIVERSITY DEPARTMENTS ANNA UNIVERSITY CHENNAI : : CHENNAI 600 025 REGULATIONS - 2009 CURRICULUM I TO IV SEMESTERS (FULL TIME) MASTER OF BUSINESS ADMINISTRATION (MBA) SEMESTER – I |Code No. |Course Title |L |T |P |C | |BA9101 |Statistics for Management |3 |1 |0 |4 | |BA9102 |Economic Analysis for Business |4 |0 |0 |4 | |BA9103 |Total Quality Management |3 |0 |0 |3 | |BA9104 |Organizational Behaviour |3 |0 |0 |3 | |BA9105 |Communication Skills |3 |0 |0 |3 | |BA9106 |Accounting for Management |3 |1 |0 |4 | |BA9107 |Legal Aspects of Business |3 |0 |0 |3 | |BA9108 |Seminar I – Management Concept |0 |0 |2 |1 | | |Total | | | |25...
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...Human Resource Management The case study is on Harrods and each task is 1000 word. UK COLLEGE OF BUSINESS AND COMPUTING Module Booklet Course: EDEXCEL BTEC Group: Ed excel HND Group Module: Unit 21 – Human Resource Management Module type: Optional Module Code: : K/601/1264 Module Credit: 15 Teaching Period: (15+6 weeks) Level: 4 Contact Hours: (15*3+6*3 = 63) Lecturers: 15 weeks Revision Clinic: 3 week Feedback and assignment guidance: 3 weeks Lecturer: Mr Stephen Moore Start date: 03/10/2013 Day: Thursday Time: 10.00 – 1.00 Room: LH 02 Term: Sept 2013 – Jan 2014 CONTENTS 1. INTRODUCTION, AIMS AND OBJECTIVES 2. MODULE OUTLINE AND TEACHING METHODS 3. READING AND COURSE PREPRATION 4. LECTURE WITH DETAILED COURSE PROGRAMME AND OBJECTIVES 5. ASSESSMENT DETAILS Welcome to the Human Resources Management lecture class Module Leader: Mrs. SUNITA KOTTA ...
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...Managers Accounting for Managers IT and E-Business Fundamentals Business Environment Organization Behavior and Processes Business Communication Business Legislation 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 COURSES AND SYLLABUS FOR SECOND, THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course Objective The objective of this course is to help the students gain understanding of the functions and responsibilities of the manager, provide them tools and techniques to be used in the performance of the managerial job, and enable them to analyze and understand the environment of the organization. Examination The faculty member will award internal marks out of 20 (8 for Tests and 12 for class participation). The semester examination carrying 80 marks will have two sections A and B. Section A worth 60 marks will have 6 theory questions out of which students will be required to attempt any four questions. Section B carrying 20 marks will contain one or more cases. Cases prescribed below are only for classroom discussion and internal evaluation and not for end semester examinations Course contents 1. Concept of Management Functions and Responsibilities of Managers, Fayol's Principles of Management, Management Thought The Classical School, the Human Relations School, Systems Theory, Contingency Management, Developing Excellent Managers. Cross cultural issues in management. Case:Shui Fabrics. 2....
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...School of Computing and Information Systems Unit Outline KXO223 Systems Acquisition and Implementation Management September 2013 - January 2014 Shanghai, China Unit Coordinator Ying Chen E-Mail: Ying.Chen@utas.edu.au Phone: (03) 6226 6213 Room: Cent 352, Sandy Bay Campus, Hobart Lecturing Staff Yuan Hongchun UNIT OVERVIEW Introduction In this unit students will be introduced to the concept and issues involved in managing external software acquisition and implementation. They will gain knowledge and skills in: identifying the issues relevant to purchasing or renting software; selecting the most appropriate solution for a particular organisational need - whether that be via purchase or Software as a Service; understanding the issues and problems associated with software acquisition and its subsequent implementation; and identifying the causes for human resistance to change and the range of potential solutions which can be used in overcoming this resistance. The unit is suitable for future or practicing consultants, managers; and business and systems analysts. Although students are required to reason abstractly and creatively, there is no specialist prerequisite knowledge required for this unit. Prerequisites KXO222 Unit Weight 12.5% of one academic year Teaching Pattern Lecture: 2 hr/wk Tutorials: 1 hr/wk Unit Content 1. 2. 3. 4. 5. 6. IS contract negotiation and management IS procurement Understanding the business implications of Open Source architectures...
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...SEMESTER Paper S1: 01 History and Philosophy of Social Work - 50 Paper S1: 02 Psychosocial Dynamics of Human Behavior - 50 Paper S1: 03 Methods of Working with People: Micro-Approaches - 50 Paper S1: 04 Social Welfare Administration - 50 Paper S1: 05 Research Methodology - 50 Paper S1: 06 Man & Society - 50 Paper S1: 07 Concurrent Field work three days in a week - 50 Total - 350 SECOND SEMESTER Paper S2: 01 Approaches and fields of Social Work - 50 Paper S2: 02 Human Growth and Development - 50 Paper S2: 03 Methods of working with People: Macro Approaches - 50 Paper S2: 04 Management of NGO’s and Disaster Relief Services - 50 Paper S2: 05 Statistics and Computer Application - 50 Paper S2: 06 Dynamics of Socio-Political Institutions and Organizations - 50 Paper S2: 07 Concurrent Field work (three days in a week) -50 Total - 350 M.A. in Social Work (Part-I) Preamble: 1. There shall be six theory papers of 50 marks each and field work of 50 marks as paper seventh out of 50 marks, 38 marks shall be devoted to semester paper and 12 marks shall be fixed for class/home assignments. 2. The format of the theory paper shall be the same as it is being following by the university. 3. Evaluation procedure shall be as per university norms. FIRST SEMESTER Paper S1: 01 History and Philosophy of Social Work (50) Unit – I Meaning, objectives and scope of social work; Role and functions of social work – Welfare versus...
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...Health Human Resources Planning: an examination of relationships among nursing service utilization, an estimate of population health and overall health status outcomes in the province of Ontario November 2003 Gail Tomblin Murphy, PhD(c) Linda O’Brien-Pallas, PhD Chris Alksnis, PhD Stephen Birch, PhD George Kephart, PhD Mike Pennock Dorothy Pringle, PhD Irving Rootman, PhD Sping Wang, PhD Decision Maker Partners: Lucille Auffrey, RN Jean-Marie Berthelot Tom Closson Doris Grinspun, RN Mary Ellen Jeans, RN, PhD Kathleen MacMillan, RN, MA, MSc Barbara Oke, RN Judith Shamian, RN, PhD Barb Wahl, RN Funding Provided by: Canadian Health Services Research Foundation Nova Scotia Health Research Foundation University of Toronto Principal Investigators: Gail Tomblin Murphy Professor, School of Nursing Dalhousie University 5869 University Avenue Halifax, Nova Scotia B3H 4H7 Linda O’Brien-Pallas Professor and CHSRF/CIHR Chair, Nursing Human Resources Unit Co-Principal Investigator, Nursing Effectiveness, Utilization & Outcomes Research Unit Faculty of Nursing University of Toronto 50 St. George Street Toronto, Ontario M5S 3H4 Telephone: (416) 978-1967 Fax: (416) 946-7142 E-mail: l.obrien.pallas@utoronto.ca Telephone: (902) 494-2228 Fax: (902) 494-3487 E-mail: gail.tomblin.murphy@dal.ca This document is available on the Canadian Health Services Research Foundation Web site (www.chrsf.ca). For more information on the Canadian Health Services Research Foundation, contact the Foundation...
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...UNIT OUTLINE Read this document to learn essential details about your unit. It will also help you to get started with your studies. BMA247 Organisational Behaviour Semester 2, 2015 THIS UNIT IS BEING OFFERED IN: SHANGHAI OCEANS UNIVERSITY (SOU) Taught by: Dr Sarah Dawkins (UTAS Unit Coordinator) & Cindy He (SOU Lecturer) CRICOS Provider Code: 00586B BMA247, Organisational Behaviour 2 Contents Contact Details ........................................................................................................................................ 2 Unit Description ...................................................................................................................................... 3 Prior Knowledge &/or Skills OR Pre-Requisite Unit(s) ............................................................................ 3 Enrolment in the Unit ............................................................................................................................. 3 When does the unit commence? ............................................................................................................ 3 Intended Learning Outcomes and Generic Graduate Attributes for BMA247, Organisational Behaviour ................................................................................................................................................ 4 Learning Expectations and Teaching Strategies/Approach ........................................
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.................................................................................. 3 Purpose of the Consultancy ..................................................................................................................................... 4 Scope ............................................................................................................................................................................ 4 Key Activities and Main Deliverables .................................................................................................................... 4 Evaluation Design and Framework .................................................................................................................................. 5 Study Questions and Methods........................................................................................................................................... 6 Key Informant Interviews and Stakeholder Perception Survey .................................................................................. 7 Focus Group...
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... 2013 College Captains [pic] Madeline Hallett, Jake Thomas, Arnela Dug, Elias Joseph Contents |Contact Details |Page 3 | |Glossary of Terms |Page 4 | |Key Dates |Page 5 | |Year 10 overview |Pages 6 -10 | |Core Unit Descriptions |11 -30 | |Vocational Pathway Course Overview |31 - 32 | |Victorian Certificate of Education (VCE) Overview |33 - 37 | |Victorian Certificate of Education (VCE) Subjects |38 - 66 | |Victorian Certificate of Applied Learning (VCAL) Overview |67 | |Vocational...
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...PANKAJ CHOUDHARY1, MOHIT LAKHOTIA2, KRISHNAROOP DEY3 and VIRINDER GUPTA4 1Student, MBA, Symbiosis Centre for Management and human resource development (SCMHRD), pankaj_choudhary@scmhrd.edu 2Student, MBA, Symbiosis Centre for Management and human resource development (SCMHRD),, mohit_lakhotia@scmhrd.edu 3Student, MBA, Symbiosis Centre for Management and human resource development (SCMHRD),, krishnaroop_dey@scmhrd.edu 4Student, MBA, Symbiosis Centre for Management and human resource development (SCMHRD), virinder_gupta@scmhrd.edu ABSTRACT This exercise is being conducted at 1Symbiosis Infotech campus (SIC) located in Hinjewadi, Pune, India. The campus is pervaded by a sense of endless space and tranquillity, this picturesque campus is spread over five acres, boasts an academic block which is of international standards and separate hostels for boys and girls along with the accommodation for the faculty. The primary objective of this study is to understand the consumption patterns and identify potential areas for improvement in energy consumption within the residential campus. The study involves making a cost-benefit analysis of present energy sources with respect to renewable energy sources. This will include water electricity along with paper and gas consumption in the campus. This is to assess the potential of running a greener campus .The study proposes and tests a hypothesis that a greener college campus using renewable sources of energy is financially viable over a...
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...Formal and Informal Networks Within the System Kara Cook-Tate Walden University There are so many resources available for the human service worker and their clients. Having the knowledge about these resources is the determining factor of whether it’s going to make you or break you. You have to have set goals in mind. Dedicate the time it takes to research and network. Figure out what will and won’t work for each individual client. Some of the resources available will work for some but not necessarily for everyone. As I read through Chapter 8 in our text, I started to finally see a much bigger picture than what I was expecting. I know the job is going to be difficult within itself, but that’s exactly what I’m hoping for. When I’m not really interested in something, I get bored and lazy and start to procrastinate and not give it my all. School is a prime example. It’s tedious and I loathe it. I achieve the minimum just to get by. With this job, there are so many avenues to explore and discover. I’m also a busy body and love to stick my nose in other peoples’ business. This is why this is the perfect job for me. According to the CASA case study there are a lot of formal networks being utilized. Since CASA is a non-profit agency, let’s take a look at the top of the list for the formal networks. The agency has to get its funding from somewhere. So where should we turn to for that? There is state or federal funding, and then charity as in donations, fund-raising...
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...Faculty of Business and Economics Unit Guide E2 Evening; Offered in Session 2, North Ryde 2012 Table of Content Table of Content General Information 2 3 Convenor and teaching staff Credit Points Prerequisites Corequisites Co-badged status Unit Description 3 3 3 3 3 3 Learning Outcomes Graduate Capabilities 4 5 Capable of Professional and Personal Judgement and Initiative Engaged and Ethical Local and Global citizens Discipline Specific Knowledge and Skills Critical, Analytical and Integrative Thinking Assessment Tasks 5 5 6 6 8 Case Study and Presentation Media Report Analysis Final Examination 8 9 10 Unit Schedule Delivery and Resources 12 14 Classes Prizes Required and Recommended Texts and/or Materials Teachnology Used and Required Learning and Teaching Activities Policies and Procedures 14 14 14 15 15 17 Academic Honesty Grades Grading Appeals and Final Examination Script Viewing Special Consideration Policy Student Support Student Enquiry Service Equity Support IT Help Research and Practice 17 17 17 17 18 18 18 18 19 Page 2 of 19 General Information Convenor and teaching staff Unit Convenor: Meena Chavan Email: meena.chavan@mq.edu.au Other Staff: Choon-Hwa Lim Email: choon-hwa.lim@mq.edu.au Credit Points 3 Prerequisites 42cp Corequisites N/A Co-badged status N/A Unit Description This unit examines the challenges to managing...
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...Curriculum - 2013-14 Semester –I Thinking and Communication Skills (Practical) Accounting for Decision Making Philosophy for Management Economics for Managers Managerial Statistics Managerial Skills (Practical) Semester-II Financial Management Management Information System Marketing Human Resource Management Production And Operation Management Legal Aspects of Business Semester- III Summer Internship (8 weeks)(Practical) Entrepreneurship Strategic Management Business Analytics (Practical) Elective-1 Elective-2 Elective-3 Elective-4 Semester- IV Elective-5 Elective-6 Industrial Elective (Practical) Total Credit L 0 2 3 2 2 0 T 0 4 0 2 4 0 P 4 0 0 0 0 6 C 2 4 3 3 4 3 19 4 3 4 2 4 3 20 2 3 3 2 3 3 3 3 22 3 3 5 11 72 MB 13207 MB 13208 MB 13209 MB 13210 MB 13211 MB 13212 MB 13313 MB 13314 MB 13315 MB 13316 2 2 3 2 3 2 0 2 2 0 2 2 2 2 2 2 0 4 2 2 0 2 2 0 2 2 0 2 2 2 2 2 2 0 0 0 0 0 0 0 4 0 0 4 0 0 0 0 0 0 10 MB 13417 Functional Electives Marketing Finance Systems Human Resource Operations Vertical Electives Pharma Hospitality Enterprise Resource Planning Agriculture Hospital and Health Care Retailing Auto Industry Project Management Media and Communication Banking Financial Service Insurance 2 MB 13FM01 MB 13FM02 MB 13FM03 MB 13FM04 MB 13FM05 MB 13FM06 MB 13FM07 MB 13FM08 MB 13FM09 MB 13FM10 MB 13FM11 MB 13FM12 MB 13FM13 MB 13HR01 MB 13HR02 MB 13HR03 MB 13HR04 MB 13HR05 MB 13HR06 MB 13HR07 MB 13HR08 MB 13HR09 MB 13HR10 MB 13MM01 MB 13MM02 MB 13MM03...
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...concerned with the way limited resources are distributed/allocated among alternative uses to satisfy unlimited human wants. It helps to understand the nature and organization of society and the operation and behaviour of business firms and other economic decision-making units. Microeconomics deals with the economic behaviour of individual units (consumers, firms, resource holders): how scarce resources are allocated among alternative uses; the role of prices and markets. Macroeconomics is concerned with the economy as a whole or the behaviour of economic aggregates – GDP, Employment, Inflation, etc. The economist collects facts that are relevant to consideration of a specific economic problem – descriptive or empirical economics. Economists also state economic principles – generalizes about the way individuals and institutions actually behaves = economic theory. Induction – from facts to theory, from the particular to the general. Deduction starts at the level of theory and proceeds to the verification or rejection of this theory by an appeal to the facts. Positive economics try objectively to predict and explain economic phenomena. It deals with facts and is devoid of value judgement. Concerned with “WHAT IS”. Normative economics is where one’s choice is based on subjective value judgement. It deals with “WHAT OUGHT TO BE”. Example: Unemployment is 12 % of the labour force – positive Unemployment ought to be reduced – normative. Fallacy...
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...Issue 6 Employee engagement August 2011 Issue 6 Employee engagement August 2011 APS Human Capital Matters: Employee engagement August 2011, Issue 6 Editor’s note to readers Welcome to the sixth edition of Human Capital Matters—the digest for time poor leaders and practitioners with an interest in human capital and organisational capability. This edition focuses on the concept of employee engagement and its application to the public service workforce. The contribution of employee engagement to organisational performance is central to many of the human capital reform initiatives advocated in Ahead of the Game: Blueprint for the Reform of Australian Government Administration. Importantly, there is an open question on whether the features of employee engagement in the public service differ from that of other organisations. The Australian Public Service Commission is working with other agencies on clarifying not only the key features of APS employee engagement but also what contribution engaged employees make to enhancing organisational capability. The concept of staff engagement has an enormous amount of currency in the business world today; for many the pursuit of ‘engaged’ staff is seen as an end in itself. But there are a broad range of definitions and interpretations of employee engagement in the literature: some are heavy with psychological theory while others link employee views and organisational strategy. However, there are common themes: for example, engagement...
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