| Corporate Governance2 CreditsBU.231.720.84 Days and time: Wednesdays. 9:00 am – 12:00 pmSpring 2, 2015 March 25 - May 13, 2015HE BaltimoreRoom #206 | Instructor Dr. Demir Yener Contact Information 1625 Massachusetts Avenue, Washington DC. Office: 206K. Phone Number: (202) 650-6022; E-mail Address: demir.yener@jhu.edu Office Hours Mondays 4:30 – 5:00 pm or by appointment Required Text and Learning Materials: 1) Monks, Robert A.G. and Nell Minow. Corporate Governance
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FIN 4414 Financial Management Course Syllabus Spring 2010 Term INSTRUCTOR: Dr. T. Craig Tapley Graham-Buffett Master Lecturer of Finance Section: Section: Room: 2109 – Monday and Wednesday, Periods 3-4 (9:35 a.m. – 11:30 a.m.) 7111 – Monday and Wednesday, Periods 5-6 (11:45 a.m. – 1:40 p.m.) 112 Matherly Hall Office Hours: Wednesday (2:00 p.m. - 3:00 p.m.) Thursday (1:00 p.m. - 2:30 p.m.) CONTACT INFORMATION: Office: Phone: Fax: E-Mail: 329 David Stuzin Hall (352) 392-6654 (352) 392-5237 ctapley@ufl
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Human Resource Management Practices in Janata Bank Limited: A Study on Dhaka University Campus Corporate Branch Salma BBA Program 2014 (17th Batch) Roll No: 109 Supervisor: Dr. Mohammad Thoufiqul Islam Associate Professor Department of Management Faculty of Business Studies University of Dhaka Date of Submission: 28th February, 2015 1.1 Introduction The concept of HRM became popular in the early 1980s; since then there has been increasing interest in the academic
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Communication, University of the Arts London, London, UK Abstract Purpose – To demonstrate how a company’s retail store design relates to its brand and is influenced by, and contributes to, its corporate values. Design/methodology/approach – The case study briefly summarises the significance of corporate values, branding and design in the retail industry, and subsequently explores The Body Shop’s application of these elements to its business. The case study is contextualised by The Body Shop’s retail
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International Business – Roebuck and Simon 4. International Business – Charles Hill 5. International Business – Subba Rao 3.0.2 Strategic management 100 Marks Course Content 1. Strategic Management Process: Vision, Mission, Goal, Philosophy, Policies of an Organization. 2. Strategy, Strategy as planned action, Its importance, Process and advantages of planning Strategic v/s Operational Planning. 3. Decision making and problem solving, Categories of problems, Problem solving skill, Group decision
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Corporate Governance Blueprint 2011 Towards Excellence in Corporate Governance Suruhanjaya Sekuriti Malaysia 3 Persiaran Bukit Kiara Bukit Kiara 50490 Kuala Lumpur Malaysia Tel: 603-6204 8000 Fax: 603-6201 5078 www.sc.com.my Copyright © July 2011 Securities Commission Malaysia All rights reserved. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (graphical, electronic, mechanical, photocopying, recording
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1. Introduction For many years, organisations have been anxious about constructing, attaining, converse knowledge and improving the consumption of knowledge. However, in the early 1990s, Knowledge Management (KM) started emerging as human beings are unable to utilise their full potential of their brains. This leads to organisation are unable to totally exploit the knowledge that all human beings hold. In today’s global economy, Knowledge has become essential and it creates significant competitive
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Performance management: an overview Revised April 2011 What is performance management? Fully realised, performance management is a holistic process bringing together many of the elements that make up the successful practice of people management including, in particular, learning and development. But for this very reason, it is complex and capable of being misunderstood. In their CIPD textbook, Armstrong and Baron1 define performance management as ‘a process which contributes to the
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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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ProQuest Document 1 of 1 How Procurement Excellence CREATES VALUE Author: Blascovich, John D; Markham, William J Publication info: Supply Chain Management Review 9.5 (Jul/Aug 2005): 44-52. ProQuest document link Abstract: A.T. Kearney's 2004 "Assessment of Excellence in Procurement" (AEP) study reveals that senior executives expect supply management to go well beyond its traditional role. Rather than focusing on price reductions, executives are challenging the organization to capture value from
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