Managerial Ethics: First Take-home Exam – Group Project June 16, 2013 Instructor: Fr. Ozzie Mascarenhas SJ Terms and Conditions: 1. Form groups of 5 or 6 batch-mates with wide disciplinary coverage. This is a take-home group exam carrying 15% marks. 2. Do either Project 1 OR Project 2, in less than 15 pages each. Or, formulate and frame your own Project with equivalent structure, challenge, content and questions as long as it reflects an ethical-moral-legal violation (e.g., Satyam
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PROPERTY IN INDIA Acquisition and Transfer of Immovable Property in India A person resident outside India who is a citizen of India (NRI) can acquire by way of purchase, any immovable property in India other than agricultural land/plantation property/farm house. He can transfer any immovable property other than agricultural or plantation property or farm house to: a) A person resident outside India who is a citizen of India or b) A person of Indian origin resident outside India or c) A person
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defined by economic returns and political alliance. Billions of people have unequal access to life chances. The world is marked by strong disparities in income and living standards among and within nations. Most people now live under economic conditions over which they have little control" (Kottak & Kozaitis, 2003. ch 13. p.1). What determines class is it a person’s economic and political position in society or is it determined by social status such as income which often determines power. Class
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TABLE OF CONTENT CONTENTS | PAGES | 1. Company Background 1.1 Introduction 1.2 Company Profile | 23 | 2. Country Competitiveness2.1 Firm Structure, Strategy and Rivalry2.2 Demand Condition2.3 Factor Condition | 44 – 55 – 6 | 3. International Entry Strategies3.1 Where to Enter3.2 When to Enter3.3 How to Enter | 88 – 99 | 4. Different Culture Environment4.1 Malaysia4.2 India4.3 China | | 5. Conclusion5.1 Strengths5.2 Weaknesses5.3 Opportunity5.4 Threat | |
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Dabbawalas Business India’s is one of the most population country in the world, and every working day its millions of people’ crowd onto trains buses taxi for an often lengthy commute to their Duty. Going back home for lunch is not easy; so many organization workers have prefer get their meal from home to their office. It is Mumbai’s 5,000-strong dabbawala collective that provides this service, usually for a monthly fee. The meal is prepare in the morning (by family or caterer), placed in regulation
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Promotional Activities of Indian Tourism v/s Other Countries Course: International Marketing Management Indian Institute of Foreign Trade, New Delhi Executive Post Graduate Diploma in International Business (EPGDIB 2012-14) Topic: Promotional Activities of Indian Tourism v/s Other Countries Faculty: Prof. Rakesh Mohan Joshi Submitted By: Soniya Agnihotri Roll No 72 EPGDIB 2012-14 1 Promotional Activities of Indian Tourism v/s Other Countries www.incredibleindia.org 2 Promotional
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4/8/2012 | China and India now are widely acknowledged as the planet’s next economic superpowers | The Context China and India are two neighbouring countries in Asia who share the two largest population of the world and in fact added together they represent nearly one third of humanity. Globalisation has imposed internal pressure and external pressure to bear on both India and China. For most Chinese and Indians alike, economic life is hard despite the fact that reforms and globalisation
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MANAGING ORGANIZATIONAL STRATEGY Level 6 44-6884-00N 2013-2014 Yorkshire Tea’s strategic choices Module Leader UK: Lilia Zerguit Module Leader Singapore: Jassni Hambali Student Name: Pham Tuan Anh Student ID: 23044827 Words count: 4712 (excluded cover page, table of contents, figure, in-text citation and references) Table of Contents 1. Executive summary 3 2. Introduction 4 3. Critically analyze the major strategic options that Yorkshire tea might be adopted 5 3.1. Yorkshire
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understanding national competitiveness. Table of Contents Table of Contents 2 1. The diamond model by Michael Porter 3 1.1 Introduction 3 1.2 Diamond model Theory 4 1.2.1 Factor Condition 4 1.2.2 Demand conditions 5 1.2.3 Firm strategy, structure and rivalry 5 1.2.4 Related and supported industries 6 1.2.5 The role of Government 6 1.3 Criticism of the framework 7 1.4 Practical Example 7 1.5 Conclusion 8 1 2
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| | | |III. Policy of issuing licence to banks in India | |
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