International Finance: A Course Overview Mihir A. Desai* Harvard University and NBER ABSTRACT This paper describes the International Finance course at Harvard Business School for instructors considering adopting the associated material. The paper begins by arguing that the forces of globalization have fundamentally changed the scope and activities of firms thereby altering the practice of finance within these firms. As a consequence of an increasing reliance on tightly-integrated foreign operations
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Part 1 PA R T The Strategic Human Resource Management Model A human resource department helps organizations and their employees attain their goals. But it faces many challenges along the way. This chapter explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths
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CHAPTER 2 Strategic human resource management Nicky Golding OBJECTIVES To indicate the significance of the business context in developing an understanding of the meaning and application of SHRM. To analyse the relationship between strategic management and SHRM. To examine the different approaches to SHRM, including: – The best-fit approach to SHRM – The configurational approach to SHRM – The resource-based view of SHRM – The best-practice approach to SHRM. To evaluate the relationship between
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SUMMER BUDGET 2015 HC 264 July 2015 SUMMER BUDGET 2015 Return to an order of the House of Commons dated 8 July 2015 Copy of the Summer Budget Report – July 2015 as laid before the House of Commons by the Chancellor of the Exchequer when opening the Budget. David Gauke Her Majesty’s Treasury 8 July 2015 Ordered by the House of Commons to be printed 8 July 2015 HC 264 © Crown copyright 2015 This publication is licensed under the terms of the Open Government Licence
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during the entire duration of my internship. My friends, colleagues and co-Interns deserve a mention for providing me with the most conducive environment to work all along. iii LIST OF ABBREVIATIONS CAGR: Compound Annual Average Growth Rate CASE: Commission of Additional sources of Energy CCI: Competition Commission of India CEA: Central Electricity Authority CERC: Central Electricity Regulatory Commission CFA: Central
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AnnuAl RepoRt 2011 _ In 2011, we responded the way smart companies should in the face of the continuing global economic crisis by aligning our resources to meet the evolving needs of our customers and lead market changes. As a result, we achieved excellent results despite the challenging business environment by recording 2.478 million units in global retail sales, which is an 18.6% increase from the previous year. Kia Motors has consistently driven toward a better future through global
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[CHAPTER 2] Case Study: Collaboration and Innovation at Procter and Gamble 1. What is Procter & Gamble's business strategy? What is the relationship of collaboration and innovation to that business strategy? P&G’s business operations are divided into three main units: Beauty Care, Household Care, and Health and Well-Being, each of which are further subdivided into more specific units. In each of these divisions, P&G has three main focuses as a business: * maintain the popularity
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Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress ISBN: 978-0-08-055450-1 (Volume 3) ISBN: 978-0-08-087929-1 (Volumes 1, 2 and 3) For information on all Elsevier publications visit our website at www.elsevierdirect.com Printed and bound in Hungary 09 10 11 12 13 10 9 8 7 6 5 4 3 2 1 Contributors to Volume 3 Robert H. Chenhall Mark A. Covaleski Antonio Davila Mark W. Dirsmith David A.
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PROJECT MANAGEMENT By Michael Harding Roberts Table of Contents Chapter 1 - Introduction and Principles .............................................................................. 1 Chapter 2 - Projects and Stages ........................................................................................ 4 Chapter 3 - Roles and Responsibilities ............................................................................ 27 Chapter 4 - Project Definition .........................................
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A CLINICIAN’S HANDBOOK Talking With Your Older Patient NAT I O NA L INS TITU TE O N AGING NATIONAL I NS TI TUTES OF HEA LTH DEPARTM EN T OF HEA LTH A ND HUMA N S ERV I CES Contents Foreword 1 1. Considering Health Care Perceptions “I’m 30 . . . until I look in the mirror.” 3 2. Understanding Older Patients “Tell me more about how you spend your days.” 6 3. Obtaining the Medical History “What brings you here today?” 13 4. Encouraging Wellness “I’d like you to try this exercise routine
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