Shanti Business School PGDM Batch 2015-17 Semester II Course Outline 1 Shanti Business School, Ahmedabad PGDM 2015-17: Program Structure Semester-1 Semester-2 Semester-3 Semester-4 Course credit Course credit Course credit Language Skills @ Written Analysis & Communication @ Soft skills II @ Employability Skills @ IT & MIS 2 Soft skills I @ Computing skills 2 Social Media Marketing @ 2 Legal Aspects
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TitleAssessment Code | Unit 6: Business Decision Making – Level 5Business Decision MakingHND Business HNDBUS-Unit 6/Business Decision Making/Oct2013 | Hand Out Date | 11th October 2013 | Hand In Date | 21st December 2013 | Lecturer(s) | Mohit Pun Dhan ChooramunGidraph Michuki | Internal Verifier | Jonathan Cartmell | Sources of information | 1. Course notes / Slides / Activities / Handouts 2. Recommended learning textbooks * BPP Business Essential Business Decision Making ISBN:9781445368238
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United Leasing Company Limited Prepared for Dr. H. M. Mosarof Hossain Professor School of Business (MBA Program) North South University Prepared By Syeda Zabeen Ahmed, ID # 0910683060 Khadiza Akter, ID # 0930401060 Sadia Choudhury, ID # 1010366060 Toufiqur Rahman, ID # 1030291060 Md. Nazmul Ahsan, ID# 1010236060 April 08, 2011 Dr. H. M. Mosarof Hossain Professor School of Business (MBA Program) North South University. Submission of the BUS635 Group Project Dear Sir, We
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Exchange Board of India Statutory Liquidity Ratio Small and Medium Enterprise NBFC-D NBFC-ND NBFI NCD NOF NPA OTC PFI PSL RBI RNBC RoA RoE SARFAESI SCB SC&RC SEBI SLR SME 4 CONTENTS Section Numbers 1 2 3 4 5 6 7 8 9 10 11 12 13 Annex I Annex II Introduction Particulars Page Numbers 6 9 18 23 28 35 45 46 48 52 56 59 65 75 77
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was able to produced 43 farmer-scientists graduates. Phase II was just a replication of phase I activities but was conducted by the farmer-scientist themselves in their respective Barangays or place of residence. Scientists/experts will still provide the farmer-scientists with the needed technical assistance whenever necessary. In phase III the farmer-scientist who were able to complete their Phase I and II will now be conducting a farmer to farmer training. He will act as the
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I. Title of the Case: WEGMANS FOOD MARKETS II. Point of View: Head of Operations III. Time Context: Present IV. Statement of the Problem: How can Wegmans Food Markets further improve its results of operations? V. Objectives: 1. To increase working capital by at least 10% every year 2. To reduce workforce by at least 1% every year 3. To increase customer satisfaction made through surveys by at least 10% a year VI. Areas of consideration: Strengths
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|Unit Title: |Unit No:1 |Date Issued | |Business Environment | |Week beginning 11/02/13 | |Student Name |Student ID |Due Date – 03/06/13 | |Lecturer Name: Ibrahim kevin, Sujata,& Issac |Internal Verifier Name | |
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PREFACE In today’s corporate and competitive world, I find that insurance sector has the maximum growth and potential as compared to the other sectors. Insurance has the maximum growth rate of 70-80% while as FMCG sector has maximum 12-15% of growth rate. This growth potential attracts me to enter in this sector and SBI LIFE INSURANCE has given me the opportunity to work and get experience in highly competitive and enhancing sector. This job training also helped me a lot in understanding
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dichotomy? Does a corporation have an obligation to provide for a worker based purely upon that worker’s loyalty to the corporation over many years – even if the continued employment of the worker is counter-productive? ETHICAL CONCEPTS IN BUSINESS 1. Conflict of Interest: A state of affairs is said to constitute a conflict of interests – or potential thereof – in a set of circumstances where the individual has the capacity to influence decisions that promote their self-interest but may
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The purpose of this paper is to prepare a summary of the Harvard Business School Case Study “How GE Teaches Teams to Lead Change” and indicate whether or not GE is successful and what lessons if any can be learned from their LIG program. In 2007, Steven Prokesch attended the four day Leadership Innovation and Growth (LIG) program at General Electric’s leadership development center in Crotonville, New York. A year later he revisited the 19 senior managers who had attended with him to see how much
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