Environmental and Social Performance Annual Monitoring Report Project Number: 7194/2078 July 2007 BANGLADESH: GrameenPhone Limited In accordance with ADB’s public communications policy (2005), this completion report excludes information referred to in paragraph 126 of the PCP. INTERNATIONAL FINANCE CORPORATION ENVIRONMENTAL AND SOCIAL PERFORMANCE ANNUAL MONITORING REPORT (AMR) Grameenphone Ltd. Grameenphone Bangladesh 10872 REPORTING PERIOD: JANUARY, 2006 TO DECEMBER, 2006
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during the process of change as well as the possible factors that may lead to the unsuccessful organisational change. Part of this assignment will focus on techniques on how managers can effectively plan, organize, guide, control and create a culture that promotes a healthy employee attitude, motivation and behaviour during the period of organisational change. In the recent years it has been observed that most organisations went through changes in one way or the other. Organisations like Pay Pal
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32 Asia Pacific Journal of Human Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective
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wants to be or how it wants the world in which it operates to be. It is a long term view and concentrates on the future. It can be emotive and source of inspiration. It serves as a guiding idea and often tends to be a kind of image than a fully clear plan. Visions are often flexible so that the leaders can change them as they like. Visionary Leadership The visionary leadership is the main essence of the entrepreneurial school of thought. Visionary leaders are the builders of a new dawn, working with
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International Business UNILEVER COMPANY Individual Assignment Company overview: Unilever is a British–Dutch multinational customer merchandise company co-head quartered in Rotterdam, Netherlands, and London, United Kingdom. Its items incorporate sustenance, refreshments, cleaning operators and individual consideration items. It is the world's third-biggest shopper merchandise company measured by 2012 income, after Procter & Gamble and Nestlé. Unilever is the world's biggest maker of food
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publishers are reacting to the challenges? ………………………………………12 5.1 Differentiation…………………………………………………………………………………..………………12 5.2 New Product Development………………………………………….……………………………………13 5.3 Customer Insight………………………………………………………….……………………………………13 6. Action Steps for The Chronicle Gazette………………………………………..……………………14 6.1 Short-term Steps……………………………………………………………………………….………………14 6.2 Long-term Steps…………………………………………………………………………..……………………15 Strategic Planning at The Chronicle Gazette 1
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Understanding the role of perceptions, personality and emotions in the workplace Perceptions, personality and emotions cannot be ignored when discussing the workplace because quite simply, the workplace is made up of people who come with different personalities, subject to different emotions and ways of looking at things. A successful company will understand this and its managers will work to create a positive atmosphere. Emotions, personalities and perceptions all have an effect on how employees
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alignment of strategy, organizational model and people. In other words, success requires the people with right profile and motivation find the organization to be an environment that is conducive to flawless execution. This is a difficult process that is aided greatly by an objective and robust analysis of a company’s people and culture, and can be developed through multi dimensional employee assessment. The characteristics of strategic decisions Level of strategy • Corporate level strategy
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require both outstanding leadership and management skills. For example: Project manager. One must ably manage the resources associated allocated to the project and while exercising leadership skills to build a strong team. Delegation. one must plan what to do and the other persuade someone to do it. Change "Management." If one is putting a new light bulb in the socket, one can management that change. However, real organisational change has both a leadership and a management component. The
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Delinquency and Defaults 27 5. A set of indicators for risk monitoring and portfolio management 30 6. Conclusions and Recommendations 30 Table 1. Risk Areas and Mitigation Approaches 32 Table 2. Characteristics of Client Economic Activities 36 Table 3. Product Specification Sheet: Credit Product 38 Table 4. Loan Analysis Form 39 Table 5. Financial Statements With Loan Loss Provision and Reserve 42 Table 6. Portfolio Management Indicators 43 1. Executive summary This
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