|Trident International University | |Case 5 | |ETH 501 | |Kent Vander Kamp | |7/12/2012
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SAIL'S VOLUNTARY RETIREMENT SCHEME Case Code-HROB002 Published-2003 INTRODUCTION At a meeting of the board of directors in June 1999, the CEOs of Steel Authority of India's (SAIL) four plants - V. Gujral (Bhilai), S. B. Singh (Durgapur), B.K. Singh (Bokaro), and A.K. Singh (Rourkela) made their usual presentations on their performance projections. One after the other, they got up to describe how these units were going to post huge losses, once again, in the first quarter[1] of 1999-2000.
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In Brief: Clean Energy Markets: Jobs and Opportunities April 2010 Update [Type text] In Brief: Clean Energy Markets: Jobs and Opportunities Executive Summary This brief discusses how investment in clean energy technologies will generate economic growth and create new jobs in the United States and around the globe. The United States stands to benefit from the expansion of global clean energy markets, but only if it moves quickly to support domestic demand for and production of clean energy
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Whirlpool's Quest for Global Leadership Table of Contents Introduction Strategic Profile and Case Analysis Situational Analysis General Environment Analysis Industry Analysis Competitive Environment Analysis Internal Analysis Identification of Environmental Opportunities and Threats and Firm Strengths and Weaknesses (SWOT Analysis) Strategy Formulation Strategic Alternatives and Evaluation Alternative Choice
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TOTAL QUALITY MANAGEMENT AND SIX SIGMA Edited by Tauseef Aized Total Quality Management and Six Sigma http://dx.doi.org/10.5772/2559 Edited by Tauseef Aized Contributors Aleksandar Vujovic, Zdravko Krivokapic, Jelena Jovanovic, Svante Lifvergren, Bo Bergman, Adela-Eliza Dumitrascu, Anisor Nedelcu, Erika Alves dos Santos, Mithat Zeydan, Gülhan Toğa, Johnson Olabode Adeoti, Andrey Kostogryzov, George Nistratov, Andrey Nistratov, Vidoje Moracanin, Ching-Chow Yang, Ayon Chakraborty, Kay
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The Globe Samsung’s unlikely success in mixing Western best practices with an essentially Japanese business system holds powerful lessons for today’s emerging giants. by Tarun Khanna, Jaeyong Song, and Kyungmook Lee A s today’s emerging giants face the challenge of moving beyond their home markets, they have much to learn from the pathbreaking experience of South Korea’s Samsung Group, arguably the most successful globalizer of the previous generation. Twenty years ago, few
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racticeBriefing Notes: Best Practices in Professional Development Introduction A firm interested in increasing its employees’ skills and competencies while deepening their employees’ commitment to the organization should c onsider three interventions: the nature of the job, formal training and the mentoring/co aching process. This paper on best practices outlines the issues firms fa ce in developing programs in these three areas and disc usses which practices, program designs or methods
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PERSONAL ASSESSMENT GROWTH PLAN | ORGANIZATIONAL BEHAVIOR (BUS 5450) | ABIOYE TOLULOPE | PERSONAL ASSSESSMENT AND GROWTH PLAN A convenient starting point for a discourse of this nature would, expectedly, be to provide a brief sketch of my background. My formative years of knowledge- acquisition were spent at various educational institutions in Nigeria. Specifically, between the year 2004 and 2008, I was at the University of Ibadan, Oyo State for degree program leading to the award of Bachelor
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Planning 6 Organizing Work and Synergism 6 Organization Structure and Chart 7 Work Team Utilization 8 Staffing 8 Employee Training and Development 9 Motivating Employees 9 Leadership and Management 10 Managing Conflict and Stress 11 Managing Change 11 Controlling 12 Appraising and Rewarding 13 Operations Management and Plans 13 Operations Control
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Chapter 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage Opening Case Wal-Mart Wal-Mart is one of the most extraordinary success stories in business history. Started in 1962 by Sam Walton, Wal-Mart has grown to become the world’s largest corporation. In the financial year ending January 31, 2004, the discount retailer whose mantra is “every day low prices” had sales of nearly $256 billion, five thousand stores in ten countries (almost three thousand are in
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