Information Security Program Guide For State Agencies April 2008 Table of Contents INTRODUCTION .......................................................................................................................................................3 A SUGGESTED IMPLEMENTATION STRATEGY .............................................................................................5 SECURITY COMPONENTS ........................................................................................
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Gujarat Technological University MBA Semester - IV Syllabus for MBA Programme effective from the Academic Year 2009-10 onwards The course curriculum and syllabus for MBA of Gujarat Technological University are devised considering the norms of AICTE/UGC. While preparing the syllabus, the syllabi of different national level universities/institutions have been taken into account. This syllabus has endeavoured to strike a balance between theory and practice and classic and contemporary concepts. The
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Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are to managers in the HR department. • An organization's success increasingly depends on the knowledge, skills, and abilities of employees, particularly as they help establish a set of core competencies that distinguish an organization from its competitors
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- SUMMARIES PART 1 UNDERSTANDING MARKETING MANAGEMENT Chapter 1 – Defining marketing for the 21st Century Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. Marketing management is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating
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CHAPTER 1 – STRATEGIC MANAGEMENT STRATEGY Strategy: formulation of organizational missions, goals, objectives and actions plans (how the organization intends to achieve its goals Mintzberg’s 5 P’s of Strategy: i. Plan: intended course of action a firm has selected to deal with a situation ii. Purpose: consistent stream of action that sometimes are the result of a deliberate plan and sometimes the result of emergent actions based on reactions to environmental changes or shifting of
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interested in social welfare, through the provision of various public services aimed at maintaining an advanced level of social and economic stability. This has included the provision and development of infrastructure and municipal services, education and health. With the economy of United Arab Emirates galloping at an impressive pace, many corporations are turning their attention towards Corporate Social Responsibility (CSR) initiatives. This is a significant departure from the ideology that businesses
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on Personal Values and NSW Health Values Introduction Values are important in any organization. Values give an organization credibility in the eyes of its clients. Promotion of ethical values is a role of every stakeholder of the organization. At New South Wales (NSW) Health and private employers ensure promotion of value through adherence to their value statements. This reflection portfolio evaluates the said values assuming that one works within that organization. In order to perform this
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ISBN 978‐9948‐03‐638‐8 Q uality Congress Middle East 2 Dubai (7-9 April, 2008) Creating an Architecture of Quality and Excellence in the Middle East: Responsibilities, Challenges and Strategies Proceedings of Congress Edited by Najwa Sami Dham & Syed Aziz Anwar e‐TQM College P.O. Box 71400 Dubai United Arab Emirates (1) ISBN 978‐9948‐03‐638‐8 Table of Contents Foreword ___________________________________________________________________
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1.INTERNAL SOURCE 15 2. JOB POSTING PROGRAMS 15 3.DEPARTING EMPOLYES 15 4.EXTERNAL SOURCE 15 5.ADVERTISEMENT 15 6. EMPLOY REFERRALS 15 7.EMPLOYMENT EGENCY 16 8.WALK-INS AND WRITE INS 16 9.CONSULTING THE CV BAnk 16 4.1.4 SELECTION PROCESS 16 4.2. SELECTION PROCESS 22 4.2.1 INDUCTION & PROBATION PERIOD FOR NEW EMPLOY 23 4.2.2 JOB DESCRIPTION 23-24 CHAPTER: 5 TRAINING & DEVELOPMENT PROGRAM OF BPL 24-32 5.1 TRAINING & DEVELOPMENT PROGRAM OF BPL 24 5.1.2 INDUCTION TRAINING
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INDEX TOPIC | PAGE NO. | INTRODUCTION | 2 | Nissan motors history | 3 | Engineering business function definition | 4 | Nissan organization performance | 4 | Departments in Nissan organization | 5 | Departments of Nissan | 5-13 | Examples of interdependence departments | 13 | Conclusion | 15 | Recommendations | 16 | Financial planning process | 17 | References | 19 |
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