EXECUTIVE SUMMARY The objective of summer training from academic learning point of view is to provide an interaction with real world and understand the problems, issues and challenges being faced by corporate world, and to give an opportunity to the student to apply the learning at campus. The trainee is expected to work on live projects and work out a feasible solution for the same. For the learner, it is an opportunity to understand about the functioning of the organization at broader level
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ABSTRACT Many progressive Indian organizations are seen to annually lead a practice of weeding out their lowest-performing manpower, with the strategic intent of increasing their performance capability and competence. The genesis of this practice lies in the “20-70-10 principle” which states that the top 20% of workforce is productive, 70% work adequately and the remaining bottom 10% do not deliver and should be fired. During the annual appraisal, the head of every business team within the organization
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Index ChapterNo. | Topic | Page No. | 1 | Organizations Profile | 2-22 | 2 | Literature Review 2.1 Objective s of the study 2.2 Scope of the study 2.3 Human Resource Management2.4 HRM Environment in India2.5 Recruitment | 23242425-293031-40 | 3 | 3.1 Research Methodology3.2 Data Analysis and Data Interpretation | 41-4344-59 | 4 | 4.1 Findings4.2 Limitations4.3 Suggestions4
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JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY NOVEMBER 2007 International Oil Companies THIS PAPER WAS WRITTEN BY A RESEARCHER (OR RESEARCHERS) WHO PARTICIPATED IN THE JOINT BAKER INSTITUTE/JAPAN PETROLEUM ENERGY CENTER POLICY REPORT, THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS. WHEREVER FEASIBLE, THIS PAPER WAS REVIEWED BY OUTSIDE EXPERTS BEFORE RELEASE. HOWEVER, THE RESEARCH AND THE VIEWS EXPRESSED WITHIN THIS PAPER ARE THOSE OF THE INDIVIDUAL RESEARCHER(S)
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The global context of business Chris Britton Businesses of all sizes operate in international markets – products are sold across borders; the resources used in production can come from anywhere in the world; communication is instantaneous; and financial markets are inextricably linked, as the events of 2008 demonstrate. Individual businesses operate across borders in a variety of ways – they can do this directly, through the formation of strategic alliances or through merger and takeover. It is clear
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is at risk in the event of a failure. Thus, bank capital plays a critical role in the safety and soundness of individual banks and the banking system. Role of bank capital: • Source of funds – Start-up costs – Growth or expansion (mergers and acquisitions) – Modernization costs • Cushion to absorb unexpected operating losses – Insufficient capital to absorb losses will cause insolvency – Long-term debt can only absorb losses in the event of institution failure • Adequate capital
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PROCTER & GAMBLE COMPANY PROFILE – SWOT ANALYSIS October 2012 SCOPE OF THE REPORT Scope All values expressed in this report are in US dollar terms, using a fixed exchange rate (2011). 2011 figures are based on part-year estimates. All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. Oral Care US$39.7 bn Microwaves Refrigeration Home 60,669
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innovation that makes a difference to customers. Branding is not a marketing issue for us, it is a business issue. We have to deliver on products and services.1 — Deepak Advani, Chief Marketing Officer Announced in December 2004, the $1.75 billion acquisition of IBM’s personal computer (PC) division by 20-year-old Lenovo, China’s largest PC maker, made headlines around the world. A relative upstart in the business, founded with $25,000 of seed capital from the Chinese Academy of Sciences, Lenovo was acquiring
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PROJECT REPORT Submitted for Partial fulfillment for The Award of the degree of Master in Business Administration (2008-2010) J K BUSINESS SCHOOL SOHNA ROAD, GURGAON (HARYANA) SUBMITTED TO: SUBMITTED BY: PROF.KHUSHAL KATARIA HEMANT PAL SINGH FACULTY GUIDE ROLL. NO.-JKBS083193 J K BUSINESS SCHOOL MBA PREFACE All the learning’s in our MBA course is practice oriented. However, hands-on experience in the corporate world during our course is very necessary to be able to test the ability
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Outline Opening Profile: Global Companies Take Advantage Global Integrative Strategies Using E-Business for global Expansion E-Global or E-Local Entry Strategy Alternatives Reactive Responses Exporting; Licensing; Franchising; Contract Manufacturing; Of/shoring; Service Sector Outsourcing; Turnkey Operations; Management Contracts; International Joint Ventures; Fully-Owned Subsidiaries; e-Business Proactive Reasons Management Focus: Mexico's Cemex Reverses Course to Comparative Management
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