AN INVESTIGATION INTO HOW CREDIT RATING AFFECTS LOAN APPROVALS IN COMMERCIAL BANKS. MARCH 2013 “A research project proposal submitted to the school of business and public management in partial fulfillment of the requirement for the award of the degree of bachelor if commerce finance option in KCA University.” TABLE OF CONTENTS pages DECLARATION 3 CHAPTER ONE 3 1.0 Introduction 3 1.1 Background
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University of Nottingham Credit Risk Management in Major British Banks By Xiuzhu Zhao 2007 A Dissertation presented in part consideration for the degree of “MA Finance and Investment” Acknowledgement I would like to express my special thanks to my supervisor Mrs. Margaret Woods, who has given me strong support and encouragement during the whole research, and I am very appreciate of the expert guidance and inspiration she brought me. I am very grateful to my parents for their love and encouragement
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FInTHE ROLE OF OIL FUTURES IN RISK MANAGEMENT From: To: Senior Management - Airlines Company November 2011 0 University of Westminster - Westminster Business School International Risk Management COURSEWORK THE ROLE OF OIL FUTURES IN RISK MANAGEMENT Student: Student ID: Course: Word count: MSc. Finance and Accounting 2557/2617 1 EXECUTIVE SUMMARY In the world today, oil is being used as the main source of energy for a lot of core industries. Due to its non-renewable characteristics
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XYZ Global Pvt. Ltd decided to implement the CRM project using their high end product of project management methodology. However, due to complexity and budget of the project requires in-depth analysis of critical factors for CRM implementation and support of tip management. Through my research and compliance with industry constraints, the project management, change management and sponsorship is crucial in getting green signal for the implementation of CRM project (Reinartz, Kraft & Hoyer, 2004).
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ISSUES AND CONTROVERSIES IN MANAGEMENT PROJECT Table of Contents Abstract 3 1. Chapter One 4 1.1. Background of the Study 4 1.2. Introduction 5 1.3. Research Question 7 1.4. Aims and Objectives 8 2. Literature Review 8 2.1. Introduction 8 2.2. The concept of sustainable competitive advantage 9 2.3. The concept of knowledge 12 2.4. Knowledge Acquisition, Sharing and Competitive Advantage 14 3.
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EFFECTS OF STRATEGIC MANAGEMENT DRIVERS ON ORGANIZATIONAL PERFORMANCE: A SURVEY OF THE HOTEL INDUSTRY IN KENYAN COAST Uzel Jean Mzera Mutindi 1 PhD Candidate at JKUAT, MSA CBD, Kenya. Contact: jeanmzera@yahoo.com Prof. G.S. Namusonge, PhD 2 Full Professor, EPD JKUAT, Kenya. Contact: gsnamusonge@yahoo.co.uk Dr. J. Obwogi, PhD 3 Technical University of Mombasa, Kenya. Contact: Josephobwogi@yahoo.com ABSTRACT This study seeks to examine the effects of Strategic Management drivers on the performance
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Chapter 1: The World of Human Resources Management • Human Resources Management (HRM) – The process of managing human resources or talent (human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?” – Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are
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disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service. A method that provides organizations tools to improve the capability of their business processes. This increase in performance and decrease in process variation lead to defect reduction and improvement in profits, employee morale, and quality of products or
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Segment and Interim Reporting Chapter Outline I. FASB Accounting Standards Codification Topic 280, Segment Reporting (FASB ASC 280), provides current guidance on segment reporting. A. ASC 280 follows a management approach in which segments are based on the way that management disaggregates the enterprise for making operating decisions; these are referred to as operating segments. B. Operating segments are components of an enterprise which meet three criteria. 1. Engage in business
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Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines.................
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