institutions (MFIs) and its relationship with donors’ subsidies. The results show that the level of subsidies granted per year is related to the management quality but not the subsidies divided by the gross loan portfolio or the total equity. Well-managed MFIs are larger and regulated organisations but not significantly older. The organisational structure or the experience of the MFI however does not play a role in determining its financial effectiveness, except for cooperatives. Copyright # 2009 John
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of Contents Executive Summary 3 Opinion of Value 4 Assumptions and Limiting Conditions 5 Business Overview 7 History of company 7 Services provided 8 Self-Service 8 À la carte Menu 10 Catering services 11 Education industry analysis and its impact on canteen business 12 Conclusion 14 Production Process 15 A la carte menu 16 Self-Service 17 Customers analysis 18 Suppliers 19 Human resources 20 Description of facilities 21 Furniture and Fitting 23 Equipment and Machine 24 Financial
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There are several symptoms of groupthink. The issues to be resolved for Enron are collective rationalization, stereotypes of out-group, illusion of invulnerability, deceit to increase shareholders’ investments and self-censorship. The causes of the case study are illusion of unanimity, self-appointed mindguards, complicated transactions, belief in inherent morality of the group and direct pressure in dissenters. The solutions to the case study are challenge the norms, discuss with trusted associates
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Portfolio In a modern day organization’s behavior, employees and suppliers have as much impact on the organization structure as customers and competitors have had in the past. Organizations are viewed as open systems, continually interacting with their environment and in dynamic state of temporary equilibrium as they adapt to environmental changes. Successful organizations are in constant state of flux in response to their environment, many companies are looking at media technologies as way to
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substantially higher incidence of heart attacks. Merck chairman and CEO Raymond V. Gilmartin described the action as “the responsible thing to do.” He explained, “It’s built into the principles of the company to think in this fashion. That’s why the management team came to such an easy conclusion.”2 In the lawsuits that followed, however, damaging documents emerged casting doubt on Merck’s claim that it had acted responsibly by taking appropriate precautions in the development and marketing of the drug. For decades
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Management…………………………………………………………………………. Evaluation……………………………………………………………………………………… Conclusion…………………………………………………………………………………………. PURPOSE: This report try to explain the organizational change implemented by the company named Ranbaxy and how effectively they managed the change and how they met with success in achieving their objectives. For the purpose of this report, the cultural change Ranbaxy implemented and post merger integration of the R&D department of the company in 2008 is considered. 1. Introduction
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Leadership: Human Capital, Motivation, and Team Spirit A leader’s challenge is to develop human capital, motivate them and create a team spirit among them in the organization. Gurvinder Kaur Karan Batra
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Company G 1-Year Marketing Plan Student Name: Nicholas Paramo Student ID: 000281718 Date: 9/1/2015 Student Mentor Name: Janaina Scannell Table of Contents Consumer Product Classification 3 Analysis of Competition using Porter’s Five Forces Model 4 Strengths 5 Weaknesses 6 Opportunities 6 Threats 6 Product Objective 7 Price Objective 7 Place Objective 7 Promotion Objective 7 Product Strategies 8 Price Strategies 8 Place Strategies 8 Promotion
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Principle 1: Segment customers based on the service needs of distinct groups and adapt the supply chain to serve these segments profitably. Segmentation has traditionally grouped customers by industry, product, or trade channel and then taken a one-size-fits-all approach to serving them, averaging costs and profitability within and across segments. The typical result, as one manager admits: "We don't fully understand the relative value customers place on our service offerings." But segmenting
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intervention Increasing social and government pressure for financial inclusion To drive growth and innovation in banking, it is increasingly necessary to dramatically leapfrog the competition using IT and business model transformation. Google Wallet, Apple Wallet, PayPal and others are driving billion dollar revenues. However, many of today’s existing bank payment solutions are 30 years old. These established solutions have served the industry well, but problems now exist. Transaction volumes and regulatory
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