Business schools across the United States and abroad are always on a catchup mode with the industry expectations. Why business schools are not front runners in training students for industry and consulting? Authors of this article discuss this topic by first setting the expectations from the industry and then how business schools can cope up with the evolving trends. Many authors ([1], [11], [13]) have identified the skill gaps in the industry and how business schools can work towards bridging the gap. There are research reports such as [13], that identified the misconception about the business schools expectations based on a survey of business school leaders globally (excluding China and USA). In the USA, even though business schools have strived hard to create an industry pro-environment in the class rooms, the gap continues to exist. The authors of this article address the industry needs first and explore potential solutions to address the skills gap
This study focuses on determining a working ‘selection criteria model’ that will help Information
Technology (IT) companies choose the right candidates to work on their IT projects in areas such as system
design, requirement gathering and management,
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in High Tech want.
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
This study focuses on determining a working ‘selection criteria model’ that will help Information
Technology (IT) companies choose the right candidates to work on their IT projects in areas such as system
design, requirement gathering and management,
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in High Tech want.
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
Annamalai MBA Solved Assignment (2021-2022) Solution Call 9025810064palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
The Lean Business Club's mission is to develop effective lean management tools and to empower its members and associates to succeed in business by using these tools and exchanging essential management information.
How ready are our workplaces for these changes? Are L&D and HR professionals pro-actively contemplating innovation in the way learning is conceptualised and delivered?
Will 2020 look drastically different from how L&D is deliveredin 2015? This report provides insights into learning & development (L&D) priorities, future trends and aspirations. It also provides benchmarks into prevalent practices from organisations across the GCC region and beyond.
Teaching Business Students the Art and Science of Innovation.docxerlindaw
Teaching Business Students the Art and Science of Innovation
Dr. Uma G. Gupta, State University of New York at Buffalo State, NY, USA
ABSTRACT
Today the ability to innovate has become a core and sought after business competency. While innovation is often
taught in capstone business courses as a topic, this paper argues that the time is right to make innovation the central
theme in teaching strategic management. The McKinsey &Company framework is used to teach students the eight
essential ingredients of innovation and its execution. The opportunities to integrate previous knowledge about other
business functions into the teaching of innovation is outlined. The critical business lessons that can be imparted to
business students through the McKinsey framework is discussed.
Keywords: Strategic management curriculum, innovation, innovation framework, business competencies.
INTRODUCTION:
Strategic management is a capstone course in most undergraduate business degree programs in U.S. institutions. The
strategic management course integrates fundamental business concepts from accounting, finance, production, human
resources, marketing, and leadership and challenges students to apply these integrated concepts in order to leam how
to run a business. This gives students a deeper understanding of the many challenges that CEOs face in ensuring the
success and sustainability of their company in the face of rapid changes. They realize that while hindsight is easy,
consistent and high-quality execution is not.
One of the key factors today in ensuring the long-term success and sustainability of any business is the art and
science of innovation. The rise of the new economy, characterized by intense global competition, advanced
information technologies, a virtual 24x7 workforce, and an almost ubiquitous world of online business transactions
free of geographical boundaries, has made information, knowledge, and innovation integral and invaluable in
creating and managing sustainable competitive advantage. In other words, it is not enough if our students understand
the fundamental concepts of business and how to apply them to a business setting. Instead, today they should know
how to apply core business concepts through the lens of speed, innovation, and customer service. This paper focuses
on how to integrate the fundamentals of innovation into the strategic management curriculum.
There are at least three challenges in teaching innovation to undergraduate students.
1- What does it mean? Not only students, but business owners and leaders too, sometimes struggle to define
innovation in meaningful, concrete and operational terms, although many understand it intuitively. Words
such as creative, unique, transformation, revolution, etc. come to mind, but how can we teach students to
translate this into operational concepts that can be executed for the long-range success of a company?
2. Company size: Most students are familiar with the big br.
7 Critical Skills Every Business Needs to Develop Today
Our corporate partners tell us workforce agility is the #1 need today. And, agility comes from mastery of the Power Skills™. These seven skills were isolated as the most impactful based on exhaustive research. Today, these are integrated into Bellevue University’s curricula and offered separately in boot camps. Mastery of the Power Skills is foundational to our commitment to Real Learning for Real Life™.
The essential Power Skills that produce workforce agility are:
Problem-Solving
Decision-Making
Judgement
Communication
Self-Management
Collaboration
Values Clarification
Chapter NineEmployee Development and Career ManagementObjeJinElias52
Chapter Nine
Employee Development and Career Management
Objectives
After reading this chapter, you should be able to
1. Discuss the steps in the development planning process.
2. Explain employee and company responsibilities in planning development.
3. Discuss current trends in using formal education for development.
4. Relate how assessment of personality type, work behavior, and job performance can be used for employee development.
5. Explain how job experiences can be used for development and suggest a job experience to match an employee’s development goal or need.
6. Identify the characteristics of an effective mentoring program.
7. Describe the succession planning process and how the nine-box grid is used.
8. Design an effective onboarding process.
AT&T: Staying Relevant and Competitive by Helping Employees Develop Their Careers
AT&T is well-known for its work in building the telephone infrastructure in the United States. But as the telecommunications industry moves from cables and landlines to smartphones, the Internet, and the cloud, AT&T is having to reinvent itself to survive. This not only means investing in wireless technology but also in developing its employees’ technical skills in areas such as cloud-based computing and coding. This is especially important because employees with these skills are in short supply and high demand from many other employers such as Amazon and Google.
To get the skills the company needs, AT&T has invested more than $250 million in employee training and development. AT&T wants to encourage all of its employees to develop their skills for future job opportunities. To do so AT&T provides employees with many different options they can use to learn and develop their careers. For example, an online self-service platform provides career profile, career intelligence, and job simulation tools. The career profile tool evaluates employees’ page 397skills and competencies, experience, and educational credentials. It provides a development profile that employees can use to find open positions across AT&T’s business units that match their interests, preferences, and skills and links them to resources for developing competencies they may need. The career intelligence tool helps employees make informed career decisions by providing data on hiring trends within the company and profiles of different jobs that include salary range and number of current employees holding the job. The simulation tool provides employees with situations they may actually encounter in a job and asks them to assess their preference for working in such jobs. This helps employees identify whether they fit a job on the basis of the type of work they like to do.
Using the information they gain from these tools, other employees, and discussions with their managers, employees have several options for developing their skills. These include online and face-to-face courses; 6- to 12-month nanodegree programs in high-demand specialties such as software ...
Annamalai MBA Solved Assignment (2021-2022) Solution Call 9025810064palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
The Lean Business Club's mission is to develop effective lean management tools and to empower its members and associates to succeed in business by using these tools and exchanging essential management information.
How ready are our workplaces for these changes? Are L&D and HR professionals pro-actively contemplating innovation in the way learning is conceptualised and delivered?
Will 2020 look drastically different from how L&D is deliveredin 2015? This report provides insights into learning & development (L&D) priorities, future trends and aspirations. It also provides benchmarks into prevalent practices from organisations across the GCC region and beyond.
Teaching Business Students the Art and Science of Innovation.docxerlindaw
Teaching Business Students the Art and Science of Innovation
Dr. Uma G. Gupta, State University of New York at Buffalo State, NY, USA
ABSTRACT
Today the ability to innovate has become a core and sought after business competency. While innovation is often
taught in capstone business courses as a topic, this paper argues that the time is right to make innovation the central
theme in teaching strategic management. The McKinsey &Company framework is used to teach students the eight
essential ingredients of innovation and its execution. The opportunities to integrate previous knowledge about other
business functions into the teaching of innovation is outlined. The critical business lessons that can be imparted to
business students through the McKinsey framework is discussed.
Keywords: Strategic management curriculum, innovation, innovation framework, business competencies.
INTRODUCTION:
Strategic management is a capstone course in most undergraduate business degree programs in U.S. institutions. The
strategic management course integrates fundamental business concepts from accounting, finance, production, human
resources, marketing, and leadership and challenges students to apply these integrated concepts in order to leam how
to run a business. This gives students a deeper understanding of the many challenges that CEOs face in ensuring the
success and sustainability of their company in the face of rapid changes. They realize that while hindsight is easy,
consistent and high-quality execution is not.
One of the key factors today in ensuring the long-term success and sustainability of any business is the art and
science of innovation. The rise of the new economy, characterized by intense global competition, advanced
information technologies, a virtual 24x7 workforce, and an almost ubiquitous world of online business transactions
free of geographical boundaries, has made information, knowledge, and innovation integral and invaluable in
creating and managing sustainable competitive advantage. In other words, it is not enough if our students understand
the fundamental concepts of business and how to apply them to a business setting. Instead, today they should know
how to apply core business concepts through the lens of speed, innovation, and customer service. This paper focuses
on how to integrate the fundamentals of innovation into the strategic management curriculum.
There are at least three challenges in teaching innovation to undergraduate students.
1- What does it mean? Not only students, but business owners and leaders too, sometimes struggle to define
innovation in meaningful, concrete and operational terms, although many understand it intuitively. Words
such as creative, unique, transformation, revolution, etc. come to mind, but how can we teach students to
translate this into operational concepts that can be executed for the long-range success of a company?
2. Company size: Most students are familiar with the big br.
7 Critical Skills Every Business Needs to Develop Today
Our corporate partners tell us workforce agility is the #1 need today. And, agility comes from mastery of the Power Skills™. These seven skills were isolated as the most impactful based on exhaustive research. Today, these are integrated into Bellevue University’s curricula and offered separately in boot camps. Mastery of the Power Skills is foundational to our commitment to Real Learning for Real Life™.
The essential Power Skills that produce workforce agility are:
Problem-Solving
Decision-Making
Judgement
Communication
Self-Management
Collaboration
Values Clarification
Chapter NineEmployee Development and Career ManagementObjeJinElias52
Chapter Nine
Employee Development and Career Management
Objectives
After reading this chapter, you should be able to
1. Discuss the steps in the development planning process.
2. Explain employee and company responsibilities in planning development.
3. Discuss current trends in using formal education for development.
4. Relate how assessment of personality type, work behavior, and job performance can be used for employee development.
5. Explain how job experiences can be used for development and suggest a job experience to match an employee’s development goal or need.
6. Identify the characteristics of an effective mentoring program.
7. Describe the succession planning process and how the nine-box grid is used.
8. Design an effective onboarding process.
AT&T: Staying Relevant and Competitive by Helping Employees Develop Their Careers
AT&T is well-known for its work in building the telephone infrastructure in the United States. But as the telecommunications industry moves from cables and landlines to smartphones, the Internet, and the cloud, AT&T is having to reinvent itself to survive. This not only means investing in wireless technology but also in developing its employees’ technical skills in areas such as cloud-based computing and coding. This is especially important because employees with these skills are in short supply and high demand from many other employers such as Amazon and Google.
To get the skills the company needs, AT&T has invested more than $250 million in employee training and development. AT&T wants to encourage all of its employees to develop their skills for future job opportunities. To do so AT&T provides employees with many different options they can use to learn and develop their careers. For example, an online self-service platform provides career profile, career intelligence, and job simulation tools. The career profile tool evaluates employees’ page 397skills and competencies, experience, and educational credentials. It provides a development profile that employees can use to find open positions across AT&T’s business units that match their interests, preferences, and skills and links them to resources for developing competencies they may need. The career intelligence tool helps employees make informed career decisions by providing data on hiring trends within the company and profiles of different jobs that include salary range and number of current employees holding the job. The simulation tool provides employees with situations they may actually encounter in a job and asks them to assess their preference for working in such jobs. This helps employees identify whether they fit a job on the basis of the type of work they like to do.
Using the information they gain from these tools, other employees, and discussions with their managers, employees have several options for developing their skills. These include online and face-to-face courses; 6- to 12-month nanodegree programs in high-demand specialties such as software ...
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
Predicting potential - Assessing Cognitive Ability in RecruitmentGavin Lamb
Employees with strong cognitive ability are a competitive advantage to an organisation - particularly when they are in
roles that require quick learning, first-time problem solving, thinking ‘on your feet’ and dealing with ambiguity. People who
score well on cognitive ability tests are more likely to develop a greater knowledge of the job more quickly, make effective
decisions and successfully reason and strategise to solve problems. In fact, a landmark study reviewed 85 years of research and found that higher cognitive ability is linked with higher productivity and performance.
Future of Business Education - working documentRoss Wirth
Summary of issues facing business education including some analysis of criticisms from hiring managers, what it means to be a College of Business, and emerging trends.
ANSWER THE FOLLOWING QUESTIONS AFTER YOU PAPER BELOWQUESTIONS.docxYASHU40
ANSWER THE FOLLOWING QUESTIONS AFTER YOU PAPER BELOW
QUESTIONS
1. Was there a clear and concise thesis statement? Explain.
2. Was there a clear and concise problem statement?
3. Was the problem statement supported by evidence? Explain.
4. Was there a clear and concise research question(s)? Explain.
5. Was the body of research organized and easy to understand? Explain.
6. Did the author answer the research question(s) clearly in the discussion section? Explain.
7. Were inferences drawn from the body of research? Explain.
8. Did the paper use proper APA formatting? Explain.
9. Did the author support assertions with in-text citations and references? Explain.
10. What areas need improvement? Explain. What areas were strongest? Explain.
11. Do you have any other constructive feedback or recommendations to help your peer improve? Explain.
12. How did reviewing this paper help you with your own research paper? Explain.
Economic Benefits of Knowledge Management
Database Management and Communications are two fields of study that can be taken at a lot of higher learning institutions today. These fields play a major role in business and its sustainability. The developments in information and communications technologies which have made knowledge production and exchange easier and further enhanced the methodologies of knowledge discovery are the major factors for the amount of scientific knowledge produced in the last 30 years and continues to grow rapidly.(Kaniki & Mphahlele, 2002) The practice of Knowledge Management as a field is relatively new in the U.S but has been in use by European companies for quite some time.
Human capital as an asset is slowly being realized by companies as a major contributor to maintaining the accounting bottom line and even remaining relevant. There has been a recent boom in technological tools that promote knowledge shares such as Microsoft SharePoint. Coupled with the new field of Knowledge Management, is this a viable resource to improve a company's productivity and profitability? Businesses should adopt a knowledge management process and collaborative technologies to be innovative and competitive in today’s market.
Statement of the Problem
It has become important in today’s workplace to take inventory of a business’s knowledge assets to include both tacit and explicit to increase equity, innovation and competitiveness. In today's free market and ever-changing economy, businesses understand the need to manage proprietary knowledge or “in house” knowledge to maintain competitiveness. How this is done and fostered in a way that it is embraced by the employees is the challenge realized by those who understand the need for knowledge management. For this reason, many business managers are seeking a solution. (Carlucci, 2006)
Purpose of the Study
The purpose of this study is to research different methods of knowledge management strategies to inform on how business can become more competit.
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
Employers will be challenged to attract, retain and develop people in 2014. Organizations will need bold, innovative talent and human resources strategies to compete for skills amidst a global economy recovery. As retention concerns mount, organizations will focus on building a passionate, highly-engaged workforce.
Josh Bersin will expand on these challenges and more in Predictions for 2014: Building a Strong Talent Pipeline for the Global Economic Recovery. Available now to Bersin WhatWorks® members and on a complimentary basis to non-members, this annual report provides a preview of business, training and talent management developments in 2014.
VISIT HR BLOG -> cake.hr/blog
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Structure of the Written Report Different Instructors will req.docxjohniemcm5zt
Structure of the Written Report
Different Instructors will require different formats for case reports, but they should all have roughly the same general content. For this course, the report should have the following sections in this order:
1. Title page
2. Table of contents
3. Executive summary
4. Problem (Issue) statement
5. Data analysis
6. Key Decision Criteria
7. Alternatives analysis
8. Recommendations
9. Action and Implementation Plan
10. Exhibits
Grading Rubric
HIGH SCORE:
Content and Subject: Easily identifiable, clear. Meets or exceeds page or word length requirement.
Structure: Apparent, understandable, and applicable. Good flow and well-structured.
Examples/Sources: Examples were used. Integration of external sources occurred.
Analysis: Interesting and novel. Provides different Marketing Principles based actions, recommendations & perspectives; demonstrates critical thinking and critical analysis at a high level.
Mechanics: Excellent APA format. Virtually devoid of errors in grammar, syntax, punctuation, and spelling.
Bulletin of Education and Research
June 2013, Vol. 35, No. 1 pp. 95-105
Competitive Branding & Development Model:
A Qualitative Case Study of UAE approach to Human Capital
Dr. Nadir Ali Kolachi *
_______________________________________________________________
Abstract
The paper reports on the branding and development factors. Countries are in need to brand
their activities to attract the coordination and business from other countries. The main focus of
this paper is related to competitive branding at individual & country level in order to develop
required human capital in next five to seven years. The paper investigates the parameters of
branding and competency through the proposed model named competitive branding and
development (CBD) model. The model reports on the important factors for branding and
competency. The paper is spread on two levels of branding based on the micro level
(individual) and macro level (country). The paper aims to investigate the competitive branding
of individuals and countries. This paper will report on UAE perspective. The branding is
discussed through the proposed model named Competitive Branding & Development (CBD)
in this paper. The study reports as a practical Case study limited to UAE only. The choice of
case study approach in this research was convenient and suitable in such types of studies. The
practical implication of this study is to identify the parameters to brand & develop individual
and countries at various domains. The parameters are organized into a model form named as
Competitive Branding & Development (CBD) Model. The countries can utilize such model to
evaluate their competency levels in comparison to other countries. This paper is academic,
research and practical type and may benefit students, teachers, researchers, managers, policy
makers from International Business, Individual development, Country developm.
This study is entitled “Employability Indices of Business Graduates in the Banking Industry”. The study was to establish the significant employability indices among business graduates in the banking industry. It sought to identify the significant commonalities and differences in the respondents’ assessment. The methodology used was descriptive-survey. The respondents of this study consisted of HR directors and bank managers from universal, commercial and thrift banks. The researcher made use of a Web-based survey known as harvested emails. Samples were derived from harvested e-mail lists which are non-probability samples because they were based on a convenience sample of e-mail addresses.
NO1 Uk best vashikaran specialist in delhi vashikaran baba near me online vas...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
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Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptx
BUSINESS SCHOOL MAKEOVER; A INDUSTRY PERSPECTIVE
1. International Journal on Integrating Technology in Education (IJITE) Vol.8, No.4, December 2019
DOI :10.5121/ijite.2019.8401 1
BUSINESS SCHOOL MAKEOVER; A
INDUSTRY PERSPECTIVE
Ramesh Subramoniam and Avanti Sethi
Naveen Jindal School of Management, University of Texas, Dallas, USA
ABSTRACT
Business schools across the United States and abroad are always on a catchup mode with the industry
expectations. Why business schools are not front runners in training students for industry and consulting?
Authors of this article discuss this topic by first setting the expectations from the industry and then how
business schools can cope up with the evolving trends. Many authors ([1], [11], [13]) have identified the
skill gaps in the industry and how business schools can work towards bridging the gap. There are
research reports such as [13], that identified the misconception about the business schools expectations
based on a survey of business school leaders globally (excluding China and USA). In the USA, even
though business schools have strived hard to create an industry pro-environment in the class rooms, the
gap continues to exist. The authors of this article address the industry needs first and explore potential
solutions to address the skills gap.
KEYWORDS
Industry expectations, business education, innovation, experiential learning
1. INTRODUCTION
Financial times [1] quoted the following skills as critical for employers after doing a survey
with employers based on a survey of 48 companies globally such as Brazil, China, US and
Europe. These employers were leading businesses around the world, recognized as leading
recruiters.
1. Ability to work with a wide variety of people
2. Time management and ability to prioritize
3. Understanding digital impact on businesses
4. Ability to build, sustain and expand network of people
5. Ability to solve complex problems
The five most important skills were not core MBA subjects, such as finance and marketing, but
more loosely defined qualities, or so-called soft skills, such as the ability to work with a wide
variety of people (cited by 76 per cent of employers) and the ability to prioritize (cited by 72 per
cent). The survey also identified story telling skills and big data analysis skills as the most
difficult skills to recruit. There are other publications that have reported similar findings such as
the QS Employer survey report [15], where the employers reported teamwork, communication
and problem-solving skills as the top skills that are required. In the Consulting field,
Communication was identified as the most important gap. The students on the other hand [15],
were under the impression that creativity, organization and problem solving as the key skills
they need to get from the University. This gap in perception is based on the training they get
from their respective universities. All of these reports are not downplaying the importance of
technical skills, but emphasizing the importance of soft skills, which is not easy to teach in
business schools.
2. International Journal on Integrating Technology in Education (IJITE) Vol.8, No.4, December 2019
2
Business education is at the cusp of a major upheaval. New and emerging technologies such as
artificial intelligence, smart robots, nanotechnology, the internet of things, increased global
connectivity and computing power, biotechnology and genetic engineering, will redefine work
and transform how businesses are staffed, operated, and managed. As robots and data analytics
tools take over the ability to analyze and comprehend data and in some cases even be
prescriptive, the new work force in the business world will need to use their time more smartly.
Also, more time will be spent on how to make it work in a company business setting, which is
driven by cultural, leadership, multi-disciplinary and interpersonal skills. What this means for
future students is to learn how to drive change and have the ability to accept failure, ability to
cope with change and continue to experiment with new ideas. The management and leadership
model that preached domination will become extinct and a collaborative, experimental
leadership model continues to become the norm. Also, students need to be more down to earth
vs know it all so that they can connect with all levels of the organization, which is critical to
drive change. The business school programs should be open to more courses outside of the
business school so that more inter-disciplinary aspects are integrated in the curriculum that will
drive the need to be more resilient towards failure and accept the “test and learn” approach for
the prospective students.
2. INDUSTRY EXPECTATIONS
Business school students aspiring for potential industry jobs can be broadly split into two
categories. 1. Traditional companies such as GM, GE etc. 2. New generation companies such as
Amazon, Google, Apple etc. There are similarities and differences in the expectation of these
two different types of companies in how they recruit students. Let us take a look at the
traditional companies. These companies struggled through the financial crisis of 2008 and have
emerged as more efficient with lean, nimble operations with a technology focus. Their goal is to
continue to grow the business efficiently and staff resources to capitalize on emerging trends
such as the digital technologies, internet of things, RFID etc. This expectation then translates
into hiring new recruits who are innovative, be able to take the initiative to drive a concept to
launch as new products, processes etc. Speed to market has become more critical as traditional
companies collaborate with technology firms to provide products and services in the market
place. For example, Delphi Corporation, a traditional mechanical, manufacturing automotive
components supplier, a spin off from General Motors has focused more on becoming more of a
connected product software company with the capabilities to manage data in the vehicle,
transmission of data to the cloud and manage data in the cloud. More technology acquisitions
and collaborative partnerships are happening as we speak in the automotive space. What this
means is for future recruits to be more prepared for radical changes in the work place.
Companies such as Amazon, Google, Apple etc have set expectations in the market place with
strong new hire capabilities expected in data driven decision making, innovation, quantitative
analysis and modeling skills, collaboration, communication and writing skills. Amazon
advocates using written reports than power points for company meetings. This translates into
the employees who can tell the story in a succinct way in those reports. Story telling is the
capability to think holistically about the situation or a problem and articulate succinctly the way
to approach and also to convince the management or the team to get buy in with regard to your
approach.
3. International Journal on Integrating Technology in Education (IJITE) Vol.8, No.4, December 2019
3
3. CONSULTING FIRM EXPECTATIONS
Consulting firms have 6 major domains such as Strategy, Management, Operations, Finance,
HR and Technology and 200+ sub-domains or specialized forms. These practice areas differ in
terms of employee expectations such as the Private Equity and Corporate Performance
Improvement practices. Private equity (PE) firms continue to look for M&A deals and look for
closing them quickly. This type of business activity requires employees who are highly skilled
and identify opportunities, perform quick assessments and capable of presenting them to PE
partners in a matter of a week or two. Speed is the essence for PE jobs. Corporate environments
provide little more time and can help fresh recruits from school learn and grow before they can
develop the speed. Story telling is the ability to articulate a potential solution and rationalize it
to a client. This ability combined with data driven analysis is what is required in a consulting
profession. The continuous changes in data and the ability to make quick changes should not be
discounted. The need for experience in analyzing large amounts of data along with the ability to
visualize and communicate them to senior executives is what is expected from employees today.
As the employee gains experience, consulting firms expect them to be rain makers, in other
words ability to develop new business or sales to make it to partner level. The key skill required
for this effort is the ability to network and sell. Not everybody can be a partner. Many
consulting firms such as Mckinsey and BCG offer alternate “Expert” career tracks, where you
can continue to build your technical skills and excel in delivering projects than develop sales.
4. BUSINESS SCHOOL APPROACH
Avanti et al. [14] in their article talked about the formula-based approaches followed by
business text books and how it can detrimental for students trying to understand the concepts.
Business schools on the other hand, has added capstone projects, industry certifications,
business case competitions etc. to their portfolio to get closer to the industry needs. Based on
recent research, industry has pointed out that business school graduates lack skills in the
following areas such as critical thinking, communication, business writing etc.
Business schools for a long time have relied on case studies as a method to teach students. The
case studies are written by business school faculty and students discuss and come up with
solutions based on a complete set of well-defined data in most cases. Most case studies have
well defined problem statements, which is not the case for real life situations. The case studies
also can miss the subtle soft side of the business such as the impact to the workers and even the
community at large. The case study learning vs experiential learning is like driving a car in a
video game to driving a real car. Both are effective, but only one prepares you for real life. Most
situations in real life are based on a compromise and can be learned only by experience.
5. CONCLUSIONS
Business schools are moving towards experiential teaching, similar to what some of the
consulting firms have done internally for training fresh recruits. This involves creating a real life
business situation as close to realty as possible. Teaching soft skills is difficult, but practicing
them can be achieved through live situations and can be monitored and developed by the
faculty. Consulting companies demand not only the ability to identify data needs and analyze
data, but also the ability to present the data in a convincing manner to get the buy in from senior
leadership. This is the essence of business school teaching for the future. The ability to innovate
and simulate real life situations in class rooms. Even though the case studies business schools
use today were developed to achieve that goal, they fail to replicate the soft skills so much
4. International Journal on Integrating Technology in Education (IJITE) Vol.8, No.4, December 2019
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required in the real world today. This can be achieved only through experiential learning.
Experiential learning relies on experience, rather than on text books and case studies to learn.
Also business schools should look beyond their four walls into other disciplines such as dental,
medicine and law to understand how they train practitioners and their capability to combine
high quality research with practical teaching. This is the need of the hour and the technology
changes demand that the business education ramp up to meet the needs of the corporate and
consulting needs or give way to corporate universities. The business needs will be met one way
or the other in the coming years.
At Essec for example [2], business analytics classes, which include consulting skills, integrate
projects based on real-life sets of data. Partner companies provide data and business problems to
solve: the students are required to analyze the data and come up with a solution. They deliver a
presentation to the top management and are assessed on both the methodological aspects (hard
skills) and the presentation structure and quality (soft skills).
At the University of Texas, Dallas, Jindal School of Management’s entrepreneurial experience
business course takes students from various disciplines such as business, engineering etc.
through an entrepreneurial journey starting with selection of ideas, development of the business
case and finally create a compelling case to be presented to senior management. The most recent
course focused on developing Internet of Things supply chain solutions for a major telecom
service provider. The students are split into teams and a mentor is assigned to every team from
the partner company. The partner company take the best ideas to implementation.
Simulation games [16] in a class room environment can provide another way to create an
experiential learning environment. The instructor can set up the game with specific learning
objectives in mind and let the teams be creative in coming up with solutions under time
pressure. There is no definition of a problem statement as you see with case studies. The
students have to figure out the problem and connect that to potential solutions, split
responsibilities and solve the problem at hand with the limited time available.
Student internships [17] and capstone project courses with companies provides the experiential
learning and improves employability for students. Many companies convert their interns to full
time positions based on their interaction with the interns. This is a mutual benefit for the student
and the company to see if there is a fit and helps career satisfaction and potential longer-term
employment.
5. International Journal on Integrating Technology in Education (IJITE) Vol.8, No.4, December 2019
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The university partnership efforts combined with simulation games and industry internships as
mentioned above with industries can develop the future business talent to take on the challenges
as companies embrace the digital age. There is a lot of dramatic changes happening in the
digital partnership ecosystem and without a real time industry partnership with students, the
future workforce will be in the dark when they enter the workforce.
The current research is based on the industry and academic experience of the authors and prior
research work. The limitation of this study is the focus on the US and limited exposure on other
countries. A comparative study that focuses on business education in other countries such as
India and China will provide a good benchmark and best practices to compare with the
management education in the USA.
REFERENCES
[1] What employers want from MBA graduates and what they don’t, Financial Times, August 2017.
[2] What MBA students want and what they need, Financial Times, Feb2018.
[3] http://www.f1gmat.com/experiential-learning-vs-case-based-study-method
[4] 21st Century Skills, Education & Competitiveness, A Resource and Policy Guide, “Partnership for 21st
Century Skills”.
[5] Autor, D., Levy, F. &Murnane, R. (2003). “The Skill Content of Recent Technological Change: An
Empirical Exploration. Quarterly Journal of Economics, 118(4), 1279-1333.
[6] Barr, R.B., &Tagg, J. (1995). From Teaching to Learning – A new Paradigm For Undergraduates
Education. Change, Nov/Dec, 13-25.
[7] Blishen, E. (1969) The School that I’d Like. Harmondsworth:Penguin.
[8] Ewing Marion Kauffman Foundation. (July 2007). On the Road to an Entrepreneurial Economy: A
Research and Policy Guide. Kansas City, MO: Author.
[9] FICCI (2010), “What corporates expects from you: Experts’ guide to student managers”, Macmillan
publishers.
[10] Freiberg, J 1998, ‘Hire for attitude, train for skill’, Executive Excellence, HBR, vol. 15,no. 6, June, p.
7.
[11] GabrilHawawini (2005), “The Future of Business Schools”, Journal of Management Development,
Vol 24, No 9.Pg 770-783.
[12] Jaysankaran. N (2010), B school teachers: Teaching with passion in ‘What corporates expects from
you’ edited by FICCI, Macmillan Publishers.
[13] John Rayment and Dr Jonathan Smith (2010), The Current And Future Role Of Business Schools,
Research Report, Anglia Ruskin University, Cambridge and Chelmsford, England.
[14] Sethi, Avanti and Subramoniam, R., “ Use of Technology in Education, but at what Cost?”,
International Journal of Technology in Education, 2019.
[15]Global Skills gap in the 21st century, QS Report, 2018.
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[16]S. Krishnan, "Redefining Education to Employment Journey: Changes in Commerce and Management
Education," Parikalpana: K I I T Journal of Management, vol. 11, (1), pp. 88-98, 2015. Available:
https://search.proquest.com/docview/1692919060?accountid=136238.
[17]Chi, C. G. and Gursoy, D. (2009). How to help your graduates secure better jobs? An industry
perspective. International Journal of Contemporary Hospitality Management, 21, (3), 308–322.
AUTHORS
Dr. Ramesh Subramoniam, a faculty member at the Jindal School of Management
at UT Dallas, received his PhD from Erasmus University, Rotterdam, NL and
joined UT Dallas with 27 years experience in industry and consulting.
Dr. Avanti Sethi, a faculty member at Jindal School of Management at UT Dallas,
received his MS and PhD in Operations Research from Carnegie-Mellon University
in Pittsburgh, USA.