The slides portrays a research conducted, which enlightens the unique perspectives of two distinctive organizations (Schlumberger and Meezan Bank) w.r.t conflict management and resolution. On that note, primary research is undertaken to elicit the responses of eminent job holders of either organizations as to conflict management and resolution.
Customer Relationship Management (CRM) has grabbed the attention of both practice and research in the past decade, developing into an area of major significance. The focus of the CRM concept is to build a long-term and value-added relationship for both the organisation and customers. Governments – although considered late followers compared to the private industry – have been showing growing interest in CRM systems recently to help public and government agencies track and manage relationships with their constituents. In this article, we review existing literature to provide an understanding of the field. We also present a proposed CRM framework based on literature review and practice work. The proposed framework is envisaged to act as a practical management tool that provides a holistic overview of implementation phases, components of each phase, and associate critical success factors.
Customer Relationship Managment (CRM) presentation for shared services in the...Chazey Partners
Shared Services and Business Process Outsourcing are proven delivery models for providing “non-core” services to the business, and can deliver the “triple benefit” of reduced costs, improved service levels and a more effective control environment. Success requires a robust approach, focusing on the critical success factors, and then adapting all this to your own organization’s unique situation, culture and requirements. Having a comprehensive and robust Customer Relationship Management (CRM) framework is fundamental to this success. In this presentation, Grant Farrell and Chas Moore of Chazey Partners, share their hands on experience on “nine key components” of a robust CRM framework, and how to design a “best practice” service partnership agreement (SPA) as part of this framework.
Customer Relationship Management (CRM) has grabbed the attention of both practice and research in the past decade, developing into an area of major significance. The focus of the CRM concept is to build a long-term and value-added relationship for both the organisation and customers. Governments – although considered late followers compared to the private industry – have been showing growing interest in CRM systems recently to help public and government agencies track and manage relationships with their constituents. In this article, we review existing literature to provide an understanding of the field. We also present a proposed CRM framework based on literature review and practice work. The proposed framework is envisaged to act as a practical management tool that provides a holistic overview of implementation phases, components of each phase, and associate critical success factors.
Customer Relationship Managment (CRM) presentation for shared services in the...Chazey Partners
Shared Services and Business Process Outsourcing are proven delivery models for providing “non-core” services to the business, and can deliver the “triple benefit” of reduced costs, improved service levels and a more effective control environment. Success requires a robust approach, focusing on the critical success factors, and then adapting all this to your own organization’s unique situation, culture and requirements. Having a comprehensive and robust Customer Relationship Management (CRM) framework is fundamental to this success. In this presentation, Grant Farrell and Chas Moore of Chazey Partners, share their hands on experience on “nine key components” of a robust CRM framework, and how to design a “best practice” service partnership agreement (SPA) as part of this framework.
Slides from my HBR Exchange webinar on "Coaching Your Employees." Topics include Leadership roles, When coaching works (and when it doesn't), Coaching tools, Coaching traps, and Putting it into practice.
Debunking the myths of organizational change managementaccenture
Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange
An increasing amount of studies have demonstrated that emotional intelligence is essential for workplace success. Understand its relationship within the workplace and get tips on how to implement emotionally intelligent practices in your company with this PowerPoint. Emotional Intelligence PowerPoint Presentation Content slides include topics such as: 6 points on the importance of Emotional Intelligence in the workplace, 6 points on the difference between Emotional Intelligence and IQ, 5 Major categories of EI, 9 tips to improve your emotional intelligence, 13 points on the relationship between EI, Leadership, & Retention, 12 points on EI and Hiring Decisions, 5 slides on the Sales Implications of EI, 5 points on EI and Negotiation, 8 points on EI and Organizational change, 7 points on EI and Decision making, 7 points on EI and mentorships, 11 points on group emotional intelligence, 4 points on the future of EI, 5 slides for final action steps, and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Slides from my HBR Exchange webinar on "Coaching Your Employees." Topics include Leadership roles, When coaching works (and when it doesn't), Coaching tools, Coaching traps, and Putting it into practice.
Debunking the myths of organizational change managementaccenture
Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange
An increasing amount of studies have demonstrated that emotional intelligence is essential for workplace success. Understand its relationship within the workplace and get tips on how to implement emotionally intelligent practices in your company with this PowerPoint. Emotional Intelligence PowerPoint Presentation Content slides include topics such as: 6 points on the importance of Emotional Intelligence in the workplace, 6 points on the difference between Emotional Intelligence and IQ, 5 Major categories of EI, 9 tips to improve your emotional intelligence, 13 points on the relationship between EI, Leadership, & Retention, 12 points on EI and Hiring Decisions, 5 slides on the Sales Implications of EI, 5 points on EI and Negotiation, 8 points on EI and Organizational change, 7 points on EI and Decision making, 7 points on EI and mentorships, 11 points on group emotional intelligence, 4 points on the future of EI, 5 slides for final action steps, and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
A good risk appetite implementation process leverages existing practices, represents the aggregate view of risk across all lines of business and risk categories, and creates a dynamic structure that allows for internal and external changes in risk. Learn more about the 10 aspects of a robust and evolving risk appetite framework in this excerpt from the Credit Risk Management Audio Conference Series.
Community Association Management companies (Condos, Townhomes, and HOAs) often struggle to increase profitability. This slide deck explains how management of your client portfolio can help increase profits.
This presentation is an excerpt of the CAM Profitability Conference, an educational half-day traveling seminar, and was originally presented in 2014 at the CAMfire Conference in Las Vegas, NV. The presenters were Jeff Hardy, Founder and Chairman of TOPS Software, and Craig Huntington, President of Alliance Association Bank, both of whom are founding members of the CAM Profitability Conference.
Catalyst are experts in optimising our clients’ balance sheet, reducing the total cost of trading and enabling regulatory compliance. We work in joint teams with our clients, combining our experience in financial markets and programme execution to deliver results. We provide honest guidance to help you succeed. We are Catalysts for enduring excellence
World Innovation Convention Technology Trends KeynoteKirstenLKuehl
The keynote was created to share industry trends in technology innovation for business leaders managing innovation disruptions for their organization. There is an overview of corporate innovation best practices, start-ups making positive traction, successful open innovation communities and advice for driving innovation initiatives for business leaders.
Practical Strategies to Address the Top 10 Issues Facing Banks TodayIntegrity Solutions
Ideas to shift from a transactional to a customer-focused culture and relationship-based selling. Five qualities of a customer-centered culture. Four questions to gauge where your organization is today.
The anatomy of a social enterprise is a little different than for a typical tech startup. In this talk, Melinda reveals a new "Business Model Canvas" adapted specifically for startups with a social or environmental mission.
Talk given by Melinda Briana Epler, CEO & Founder of Change Catalyst, at the H3 Conference in Puerto Rico, November 2015.
The troughs and peaks of a dynamic business environment can shake the foundations of even the
most prepared organization. When so many banks have fallen by the wayside, those that remain,
in the survivors’ world, have proved their mettle. We believe that only innovation will enable
banks to withstand further tremors, counter market forces and create competitive advantage to
ensure future sustainability.
What is Blue Ocean Strategy?
Why Blue Ocean?
Cirque du Soleil, one of Canada’s largest cultural exports.
Cirque du Soleil did not compete with Ringling Bros. and Barnum & Bailey.
It created uncontested new market space that made the competition irrelevant.
Internationalization of shahnawaz limitedMuhammad Saad
The slides endeavor to internationalize a very lucrative Pakistani organization towards Bangladesh. It comprises of all the steps which an organization must go through on its way towards internationalization from a developing nation like Pakistan.
The slides present a Entrepreneurial Business Plan amidst the capital city of Pakistan. It consists of all the ins and out of establishing the business alongside with its pro forma financial statements per ante.
The slides guide the rationales behind the sluggishness or laid-back nature of job holders; it invokes a study of a famous author as as to substantiate its claims.
Slides attempts to solve the dynacorp case study; it contains many subtle aspects that have a strong bearing in understanding leadership under contemporary conditions.
The slides are made to delineate the image of the body shop in the context of Pakistan. It includes all the tools and techniques which helps in understanding the body shop values and core competencies in great detail.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
3. Introduction to Meezan Bank
Islamic bank based in Karachi, Pakistan.
Publicly listed company with a paid-up capital of
Rs. 9 billion.
Offers a range of personal and corporate Islamic
banking products and services.
In-house Shariah Advisor and a Shariah
Supervisory Board composed of Shariah scholars
4.
5. Mission Statement:
“To be a premier Islamic bank, offering a one-stop shop for
innovative value added products and services to our
customers within the bounds of Shariah, while optimizing
the stakeholders value through an organizational culture
based on learning, fairness, respect for individual
enterprise and performance.”
Vision Statement:
“Islamic banking as banking of first choice to facilitate
the implementation of an equitable economic system,
providing a strong foundation for establishing a fair
and just society for mankind.”
6. SWOT Analysis of Meezan
Bank:
SWOT
Strength
• Pioneer in the industry of Islamic Banking.
• Wide range of national network of branches.
• Facility of online banking.
• Value added features,like,ATMs,Visadebitcard.
• Effective Customer services.
• Cordial Working environment.
Weakness
• Limited Marketing and advertising area.
• Low degree of satisfaction of the employees.
• Difficult targets set for the employees.
• Stressful job.
• High turnover of staff due to dissatisfaction.
• Lack of Training programs for the employees.
• No involvement of lower level management in Decision making
Opportunity
• Diversion of people mind from conventional banking services to Islamic banking services.
• Global acceptance of Islamic banking system.
• Improving economic conditions.
• Appreciating foreign exchange reserves.
• Investment and Growth opportunities.
• Industrial development
Threats
• Growing competition in the Islamic banking .
• Establishment of Islamic banking branches by conventional banks.
• Lack of awareness (missconception) amongst general public about Islamic banking.
• Cumbersome procedures of credit facilities.
• Aggressive marketing by conventional banks
7. Highly Centralized organization
Prevent Conflicts
Satisfaction as to conflict Management
Implemented MBO
Meezan Bank w.r.t Conflict
Management
8.
9. Introduction to Schlumberger
World's largest oilfield services company.
Employs approximately 120,000 people
Representing more than 140 nationalities
and working in more than 85 countries.
Its principal offices are in Houston, Paris,
and the Hague
10. Mission Statement:
“One of the world’s largest leading
oilfield service providers”
“To be the world’s leading supplier of technology,
integrated project management and information
solutions to customers working in the oil and gas
industry worldwide.”
Vision Statement:
12. SWOT of Schlumberger
Strength
1.One of the world’s largest leading oilfield service providers
2.Global operations
3.Employs nearly 100,000 and operates in over 80 countries
4.Excellent technology
5,Large scale mergers and acquisitions improving its brand value
Weakness
1.Legal issues
2.Declining revenues
3.Severe cases of environmental issues
4.Oil spill controversies
Opportunity
1.Acquisitions by buying out competition
2.Increasing demand for fuel
Threats
1.Government regulations
2.High Competition
3.Environmental laws
4.Economic instability
15. Our Primary Sources:
1. Face to face interview
2. Telephone interview
3. Computer assisting personal interviewing
(CAPI)
4. Paper-pencil-Questionnaires
16. Our Secondary Sources:
1. Official Website of Marriot International.
2. Blogs
3. Published Articles
4. Wikipedia
5. Google
6. Various related Websites
19. Article 1: Line Managers and the
management of workplace conflict
• Have the stronger tendency to resolve the rational disputes
• Avoidance of HR Practices by Line Managers
• To improve understanding of the role played by line
managers in organizations.
• The most detailed study of the area in Ireland
• Productively focus on the views and assessments
of line managers themselves.
20. Article 1: Line Managers and the
management of workplace conflict
23. • Resulting from the highly demanding pressures.
• The central aim of this article
• The Moderating role of Organizational Commitment
Article3:Reducingtheeffectsofwork–familyconflict
onjobsatisfaction:thekindofcommitmentmatters
25. Article 4: RethinkingIntractability:A New
Frameworkfor Conflict
• Challenging new book about intractable conflicts
• Intractability" is a controversial concept
• "Do not use a term that undermines everything we are trying
to do," argued Mr. Adnan Latif
• These conflicts are not hopeless, and they most certainly are
worth dealing
• . Intractable conflicts need a different, more multi-faceted,
and more prolonged approach.
29. ComparisonbetweenSchlumbergerandMeezanBankwith
respecttoConflictManagementandResolution:
Schlumberger Meezan Bank
They encourage conflicts so as to come up with new ideas to innovate the
system
They usually prevent conflicts in order to stabilize the system with peace.
It is a decentralized organization, which implies constant feedback from
customers w.r.t conflict management techniques
It is a highly centralized organization, which doesn’t give much consideration
to conflict aspects.
They always try to reach the root cause of the conflict in order to make the
most of the conflict.
They usually make the attempt to avoid conflicts for the sustainability of
regular operations.
They use proactive strategy to confront the conflicts They usually rest on reactive strategy to get away from conflicts.
They regard conflicts as an opportunity to forge ahead. They regard conflicts as an obstruction for a progressive future.
They always put their finger on the pulse to analyze the future situations of
conflicts.
They remain indolent and unwilling to discover new aspects as to quality
management.
They are not highly satisfied with their conflict management and resolution
techniques in order to retain the hunger to shake up the system down the
road
They are well satisfied with the level of their conflict management and
resolutions.
30. Group Recommendations as to
Conflict Management
• Listen for what is felt as well as said
• Make conflict resolution the priority rather than winning or
"being right."
• Focus on the present.
• Pick your battles.
• Be willing to forgive
• Know when to let something go.
Editor's Notes
Peace is not absence of conflict, it is the ability to handle conflict by peaceful means.
The harder the conflict, the more glorious the triumph.Thomas Paine Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#k1DLo5ti0pLedD2o.99
Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude.
The hottest place in Hell is reserved for those who remain neutral in times of great moral conflict.Martin Luther King, Jr. Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#k1DLo5ti0pLedD2o.99
The passions are the same in every conflict, large or small.Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#k1DLo5ti0pLedD2o.99
Creativity comes from a conflict of ideas.Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#k1DLo5ti0pLedD2o.99
The harder the conflict, the more glorious the triumph.Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#6jcXr6yXbWgHEk8J.99
First know as to organizaions to execute ur articles
Serve their customer with services within the bounds of shariah in order to execute islamic banking more comprehensive
There stock prices are increasing with an astonishing rate
Hell
Attitude quote
1
Downward trajectory
Acquisitions
High competition
Meezan shows a lot of restraint in terms of conflict
The motivation behind this study is to improve understanding of the role played by line
managers in organisations, particularly in relation to how they help solve workplace conflict.
Should line managers involve themselves into workplace or not?
from our study. First, line managers were found to
be formally involved in the routine management and resolution of workplace conflict in many
organisations but commonly without formal training or recurrent assessment of their
competence in this area.
Second, the study found empirical support for the argument that emerges frequently in the
literature that line and supervisory engagement in conflict management is associated with a
range of positive organisational outcomes, which are particularly relevant to employers:
. This third
finding suggests that the strong argument made in the literature that line and supervisory
engagement needs to be aligned with an integrated and modernised ADR-based conflictmanagement
system may be overplayed (Bendersky, 2007).
A fourth finding of the study is that line and supervisory managers’ engagement, defined
in terms of routine, confident and independent involvement in conflict management, supported
by training, monitored and incentivised by recurrent performance assessment, is most
developed in firms that have adopted commitment-oriented HR practices.
he franchisor’s use and management
of advertising funds that were
collected from franchisees and then
Manifest conflict can be concluded or
resolved by a number of methods,
including mutual agreement, arbitration,
legal verdict, or even dissolution of the
relationship. Despite the resolution of a
manifest conflict episode, however, it is
likely that some residual hostility will
remain among the parties. Supporting
these notions, prior research
The
franchise system during aftermath thus
comprises two groups of franchisees:
those that experienced the turmoil of
manifest conflict and those that joined
the system subsequent to its resolution.
Work–family conflict has been defined as a conflict that occurs between work roles and
family roles, resulting from the highly demanding pressures associated with each
role and reducing performance in both role
The central aim of this article is to extend what is currently known about work–family
conflict by examining the different effects of the three forms of work–family conflict on
organizational outcomes among a sample of Italian nurses. Specifically, we aim to verify what
effects time-, strain- and behavior-based conflict have on nurses’ job satisfaction at different
levels of organizational commitment.
THE MODERATING ROLE OF ORGANISATIONAL COMMITMENT
In this article, Mr.Coleman’s challenging new book about intractable conflicts offers such a framework.
Intractable conflicts? very difficult or impossible to control, manage, or solve
For decades, scholars have argued that exit represents one of the key events in the
relationship between external investors and entrepreneurs (Black & Gilson, 1998; Mason,
2006). In line with the broader literature on the investor–investee
. Goal conflicts were taken as a starting point in Jehn’s definition of team task conflict.
As far as angel investor exit is concerned, there exit is the part of their investment process and return maximization is an important objective to consider in the exit decision.
Whereas Entrepreneurial Exit much likes investors, leave their ventures through wide variety mechanisms. They can leave voluntarily or involuntarily; they can disband the venture or sell it to third parties, employees or family members; or their ventures can fail.
Moreover, the writer contributed to the entrepreneurship literature in two ways. First, this study extends the theoretical understanding of entrepreneurial and investor exit by incorporating the relationship in which they are embedded. Second, this study is the first to examine drivers of angel investor exit, an issue that is uniquely important, since the ventures in which they tend to invest are very early stage and thus sensitive to the consequences of investor exit.
results support the view that both perceived and actual incompatibilities should be considered important because each has a unique, significant role to play in the conflict process.