RELATIONS AND GLOBALIZATION: CHALLENGES FOR EMPLOYERS AND THEIR ORGANIZATIONS Prepared by David Macdonald Senior Industrial Relations Specialist ILO/EASMAT Bangkok Paper presented at the ILO Workshop on Employers' Organizations in Asia-Pacific in the Twenty-First Century Turin, Italy, 5-13 May 1997. [Top] [Next] Table of Contents 1. Executive Summary 2. Introduction 3. Industrial Relations (IR) in the Global Context (a) IR - a definition (b) IR and HRM (c) Liberalization, globalization and IR (i) Overview
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The purpose of the research is to discuss possible security threat across the borders happened due to the ethnic conflict of Myanmar. In this era of globalization, internal factors of a state can produce some external impacts on other neighboring countries; which is commonly known as a “spillover effects” in political science. Some cases even become so much critical to solve, that the whole continent become affected by the problem. The impact of that ethnic conflict becomes so vulnerable, that the
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Introduction Good corporate governance (GCG) in a corporate set up leads to maximize the value of the shareholders legally, ethically and on a sustainable basis, while ensuring equity and transparency to every stakeholder - the company's customers, employees, investors, vendors-partners, the government of the land and the community (Murthy, 2006). GCG is a must for ensuring the required values to different stakeholder groups. It enhances the performance of corporations, by creating an environment
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Executive Summery Most of the South Asian economies (e.g. India, Pakistan and Bangladesh) have made significant economic progress in the last two decades and are well on track to becoming major regional or even world economic powerhouses. In the recent years, many MNCs are increasingly putting more attention to the emerging. Asian countries for competitive advantage. One classic example is China. With a population of more than 1.3 billion China is predicted to be the largest economy in the
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of Bangladeshi Entrepreneurs Several studies were done in order to identify the characteristics or profiles of Bangladeshi entrepreneurs. Papanek (1969) observed psychological trait of risk taking among the people of the then East Pakistan(now Bangladesh). Farouk (1983) did a survey on Bangladeshi entrepreneurs and in this survey he focused on the biography of successful Bangladeshi entrepreneurs. He found that Bangladeshi entrepreneurs are generally hard working, honest, religious, trustworthy
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Report On Cross National Integration & co-operation for Economic Development COURSE NO: 304 Course Title: Development Economics Date of Submission: 03/12/2011 MEMBERS OF THE GROUP SL. NO. NAME IDNO /EXAM. ROLL REMARKS 01 MD. Sarwar Alam (L) ID: 08302123 02 MD. Salah Uddin ID: 08302110 03 Mohammad Istiaque Bin kalam ID: 08302122 04 MD. Yeasin Bin Faruque Bhuyan ID: 08302129 05 Hasan Bin
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1.0 CHAPTER 1 1.1 Introduction In recent times, small and medium Enterprises (SMEs) have come into the forefront of development agenda due to the recognition of their contribution in fostering growth, sustaining global economic recovery, generating employment and reducing poverty (OECD, 2004). But this sector is facing severe problem in financing, regulatory aspects, access to non-financial inputs. Some recent trends show that Government policies have discriminated against small-scale enterprises
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central authority of tax policy and administration in Bangladesh, plays a critical part in the development of the country. During the current fiscal year (FY 2010-11), NBR is expected to collect Taka 75,600 crore, providing much needed support to the government‟s development efforts. In recent years, Bangladesh‟s tax collection has recorded an impressive growth averaging 20% per annum. Despite this good achievement, a lot remains to be done. Bangladesh‟s tax-GDP ratio at 9.3% remains quite low when compared
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1 Strategy Implementation Course Project - Globalization of Mahindra A Report by Group 7, Division D, MBA Core 2014-16 D037 – Karishma Mehta D038 – Ronak Mehta D039 – Tanmay Mhapsekar D040 – Amit Mirchandani D041 – Priyadarshi Mishra D061 – Rahul Tiwari 2 Table of Contents Mahindra Rise ................................................................................................................................... 1 Strategy Executed ...............................................
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July-December 2011 Monetary Policy Statement July 27, 2011 Monetary Policy Department Bangladesh Bank 1 Monetary Policy Statement H1 FY12 (July December 2011) Executive Summary Introduction: This (twelfth) issue of Bangladesh Bank’s (BBs) half yearly Monetary Policy Statement (MPS) outlines the monetary policy stance that BB will pursue in H1 FY12 in the context of unfolding near term developments in the domestic and global scenes. The ex ante announcements of monetary policy stance are
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