Corporate Social Responsibility – Issues and Challenges with reference to Bhopal city. Ms Charu Modi Ms Ankita Rajdev Ms Meenal Pathak Assistant Professor Assistant Professor Assistant Professor JSSGIW – FOM JSSGIW – FOM JSSGIW – FOM 08871312197 09893299224 09989773177 Abstract Corporate Social Responsibility is the term used to define organisation’s commitment to the society and the environment within which it operates. Corporate initiative to assess
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The Changing Context of Employment Relations 1 The population in Singapore is aging. Why should a human resource manager worry about such a trend? What is the implication of this trend to trade union leaders? There will be a shortage of workers when these mature employees reach retirement age which is also fuel by the shrinking population. Trade unions leaders and government are promoting lifelong learning and retraining to increase older workforce employability. 2 The workers of today are better
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Skills and Attitudes Required for Career Progression In MNCs Project Report By: Achint Marwah (BBA-B) Table of Contents 1. Introduction 4 1.1 Background 4 1.2 Motivation 6 1.3 Objective 6 2. Literature Review 7 2.1 RESULTS AND DISCUSSIONS 9 2.2 Deloitte: 11 2.3 Ernst &
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expertise in a well-defined niche may provide protection against would- be competitors and allows a firm to charge premium prices Disadvantage - The biggest risk of the fully focussed strategy is that the market may be too small to get the volume of business needed for financial success other risks of the fully focused strategy include the danger that demand for the service ay decrease because of alternative products, new technologies offered by other providers or that purchasers in the chosen segment
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and Jensen, 1983), where salaried managers ideally serve to safeguard and grow the investment of the shareholders, who are the legal owners of the business. The well-documented tendency of managers to often engage in excessive ``on the job consumption'' and wasteful empire building, however, at the expense of the owners' assets and the business itself, has necessitated the institution of monitoring mechanisms, of which the board of
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Negotiation Skills Training Manual 2006 By Desmond Oliveira Corporate Dimension Business Management Services [pic] Index Topic Page What negotiation is and why it is important Adversarial versus co-operative bargaining Planning the negotiation Preparation checklist Development exercise 1. Case study How to structure negotiations Personal power and how to increase it Development exercise 2. Personal power Behavioral
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Individual Reflective Essay Bunnings Warehouse NEWCASTLE BUSINESS SCHOOL GSBS6005 Emma Alexandra Watts C3171012 13.04.13 Table of Contents 1. Introduction ......................................................................................................................................... 3 2. Marketing Objectives .......................................................................................................................... 3 2.1 Current Situation ...
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1 LESSON NO. 1 ORGANISATION BEHAVIOUR INTRODUCTION Org. Behaviour (in short called as OB) is concerned with the study of the behaviour and interaction of people in restricted or organised settings. It involves understanding people and predicting their behaviour, and knowledge of the means by which their behaviour is influenced and shaped. Organisations are bodies or entities created for a stated purpose They may consist of one or more people. In the case of a sole trader or single operator, he needs
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MANAGERIAL EFFECTIVENESS (MGT 955) TERM PAPER Corporate Leader (Sir Richard Branson) CEO (Virgin group) Name : Vipul Srivastava Roll no. : A43 Registration no. : 11101666 Section : SE101 Submitted to : Mr Maninder Singh Annexure-V- Cover Page for Academic Tasks Course Code: Course Title: | Course Instructor: | Academic Task No.: Academic Task Title:
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Table of contents 1. Research 360 degree feedback? …………………………………… 2 2.1 What is 360 degree feedback? ……………………………………… 2 2.2 What is 360 degree feedback intended to do? ……………………. 2 2.3.1 For individuals……………………………………………… 2 2.3.2 For organization ……………………………………………. 3 2. Analysing how heuristic, personality and social factors may affect the effectiveness of 360 degree feedback …………………………………. 3 2.1 Heuristic ………………………………………………………….
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