Introduction to Stress Management
Solutions to Negative Side Effects of Stress
- excerpt from 'Expat from the Self' The Way to Turn Greatest Failure into Blissful Succcess
Introduction to Stress Management
Solutions to Negative Side Effects of Stress
- excerpt from 'Expat from the Self' The Way to Turn Greatest Failure into Blissful Succcess
eTechSchool is complete institute management software. It is an ERP solution specially designed for school & colleges. It nurtures the interaction between school, teachers, students and parents in a most effective way. eTechSchool is an online system which allows educational institutions to manage their whole organization through the web, any time from anywhere.
ICSE History Chapter No.1
The First War of Independence (1857)
Revolt of 1857
-Causes: Political, Socio-Religious, Economic & Military.
-Immediate Cause: Greasing the cartridges of Enfield Rifle with cow & pig fat, sentiments of soldiers were hurt, Mangal Pandey shot British officer and later Mangal Pandey was hung, this infuriated the Indian soldiers and they started the revolt.
-Consequences of the First War of Independence.
-Drawbacks of the First War of Independence.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
1Change Plan and Coalition BuildingWEEK 2Walden UnEttaBenton28
1
Change Plan and Coalition Building
WEEK 2
Walden University
MGMT 6140: Initiating and Managing Change
September 18th, 2021
Change Plan and Coalition Building
Introduction
Positive improvements that may be made in my present company include reducing the sales department's passivity in guaranteeing fast, accurate, and thorough accounting and boosting receivables collection. Turnover balances are prioritized to reduce legal responsibility and exposure to bad debt.
The five-star luxury hotel company for which I work is renowned in the hospitality sector for providing excellent customer service and beautiful experiences via opulent rooms and gourmet services. As an accounts receivable manager, I help my firm manage its revenue stream by ensuring that systems in place satisfy both visitor expectations and the company's financial requirements in line with standard operating procedures. A team of department heads, middle management, and supervisory employees assist the general manager, who also serves as executive director, in operating the institution.
My firm's sales department is in charge of providing our services and ensuring that a documented sales agreement exists between our company and our clients that precisely describes the terms of the agreement to eliminate misunderstandings and disagreements. When setting up customer accounts, I use this sales agreement as a reference tool to ensure that we have a clear grasp of client expectations and the services we have agreed to offer, which protects us against unreasonable requests and circumstances beyond our control (The Heart of Change: Real-Life Stories of How People Change Their Organizations, 2002). Our customers can choose their payment schedules, which must be completed in full and on time 72 hours before the event date, following our standard 100 percent pre-payment policy. A payment method on file, most commonly in the form of a credit card, is required to ensure contractual payment commitments are met. This payment plan must be included in the contract.
This has never been the case, however, because agreements have consistently failed to include the payment methods specified during the sales phase, forcing the meetings and special events department to pursue payments in addition to their other responsibilities, such as attending to the details of the events to ensure their success. As a result, violence and miscommunication between these two groups occur regularly. This position, which the sales department manufactured, is a ticking time bomb for the company, putting it at risk of future disaster, which might have legal and financial consequences if not addressed swiftly (The Heart of Change: Real-Life Stories of How People Change Their Organizations, 2002). This complacency can be attributed to the lack of a substantial and viable tragedy and our previous success in collecting on our collections, which solidifies the ancestral root of this complacency. This recognized ...
Building Organizational Resiliency and New Business Models in Uncertain TimesWorkday, Inc.
Organizations across industries are developing new business models to respond to the challenges of COVID-19 and build business resiliency. View how Panera Bread is setting the standard for retail and hospitality companies in this webinar replay.
eTechSchool is complete institute management software. It is an ERP solution specially designed for school & colleges. It nurtures the interaction between school, teachers, students and parents in a most effective way. eTechSchool is an online system which allows educational institutions to manage their whole organization through the web, any time from anywhere.
ICSE History Chapter No.1
The First War of Independence (1857)
Revolt of 1857
-Causes: Political, Socio-Religious, Economic & Military.
-Immediate Cause: Greasing the cartridges of Enfield Rifle with cow & pig fat, sentiments of soldiers were hurt, Mangal Pandey shot British officer and later Mangal Pandey was hung, this infuriated the Indian soldiers and they started the revolt.
-Consequences of the First War of Independence.
-Drawbacks of the First War of Independence.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
1Change Plan and Coalition BuildingWEEK 2Walden UnEttaBenton28
1
Change Plan and Coalition Building
WEEK 2
Walden University
MGMT 6140: Initiating and Managing Change
September 18th, 2021
Change Plan and Coalition Building
Introduction
Positive improvements that may be made in my present company include reducing the sales department's passivity in guaranteeing fast, accurate, and thorough accounting and boosting receivables collection. Turnover balances are prioritized to reduce legal responsibility and exposure to bad debt.
The five-star luxury hotel company for which I work is renowned in the hospitality sector for providing excellent customer service and beautiful experiences via opulent rooms and gourmet services. As an accounts receivable manager, I help my firm manage its revenue stream by ensuring that systems in place satisfy both visitor expectations and the company's financial requirements in line with standard operating procedures. A team of department heads, middle management, and supervisory employees assist the general manager, who also serves as executive director, in operating the institution.
My firm's sales department is in charge of providing our services and ensuring that a documented sales agreement exists between our company and our clients that precisely describes the terms of the agreement to eliminate misunderstandings and disagreements. When setting up customer accounts, I use this sales agreement as a reference tool to ensure that we have a clear grasp of client expectations and the services we have agreed to offer, which protects us against unreasonable requests and circumstances beyond our control (The Heart of Change: Real-Life Stories of How People Change Their Organizations, 2002). Our customers can choose their payment schedules, which must be completed in full and on time 72 hours before the event date, following our standard 100 percent pre-payment policy. A payment method on file, most commonly in the form of a credit card, is required to ensure contractual payment commitments are met. This payment plan must be included in the contract.
This has never been the case, however, because agreements have consistently failed to include the payment methods specified during the sales phase, forcing the meetings and special events department to pursue payments in addition to their other responsibilities, such as attending to the details of the events to ensure their success. As a result, violence and miscommunication between these two groups occur regularly. This position, which the sales department manufactured, is a ticking time bomb for the company, putting it at risk of future disaster, which might have legal and financial consequences if not addressed swiftly (The Heart of Change: Real-Life Stories of How People Change Their Organizations, 2002). This complacency can be attributed to the lack of a substantial and viable tragedy and our previous success in collecting on our collections, which solidifies the ancestral root of this complacency. This recognized ...
Building Organizational Resiliency and New Business Models in Uncertain TimesWorkday, Inc.
Organizations across industries are developing new business models to respond to the challenges of COVID-19 and build business resiliency. View how Panera Bread is setting the standard for retail and hospitality companies in this webinar replay.
Breakthrough the traditional way of planing. Read Venture Care’s “Corporate Digest” December, 2017 .
Here are some insights of the magazine :
– What are your company strategies in this new Economy?
– Rewritten Risks and Entrepreneurship
– Valuation: A Modern Art
– Financial Modeling A practical view &
– Starting a Producer Company in India.
How is COVID-19 Reshaping the role of Institutional strategy? By.Dr.Mahboob KhanHealthcare consultant
While workers around the globe are keeping essential services running, it is imperative for business leaders, particularly senior strategy executives, to reflect on the lasting implications of COVID-19 and what they can do to best position their people, their businesses, and society to recover and thrive in the long term. Five key shifts can help chief strategy officers (CSOs) successfully guide their organizations through the pandemic.
Frank Mantero, director of corporate citizenship at General Electric, discussed corporate social responsibility (CSR) and it's role in PR and driving business growth.
In virtually every decision they make, executives today consider som.pdfaswrd
In virtually every decision they make, executives today consider some kind of forecast. Sound
predictions of demands and trends are no longer luxury items, but a necessity, if managers are to
cope with seasonality, sudden changes in demand levels, price-cutting maneuvers of the
competition, strikes, and large swings of the economy. Forecasting can help them deal with these
troubles; but it can help them more, the more they know about the general principles of
forecasting, what it can and cannot do for them currently, and which techniques are suited to
their needs of the moment. Here the authors try to explain the potential of forecasting to
managers, focusing special attention on sales forecasting for products of Corning Glass Works as
these have matured through the product life cycle. Also included is a rundown of forecasting
techniques.
Strategic planning focuses largely on managing interaction with environmental forces, which
include competitors, government, suppliers, customers, various interest groups and other factors
that affect your business and its prospects. Your ability as a small business owner-manager to
deal with these groups will vary widely depending on the group and on the timing. Also, you
may be able to get more of what you want from a supplier than from a competitor (although size,
distance, the percentage of the supplier\'s business you represent and your record of
dependability as a customer can affect this relationship). How you manage these and other
relationships is one of the decisions you will make during the strategic planning process.
Because of major changes in the business environment, your familiarity with strategic planning
and your ability to implement it is critical. At one time, business owner-managers assessed the
environment on a continuum that ran between very stable and very unstable. Businesses, such as
the producers of automobiles, furniture and other consumer goods, operated in a relatively stable
and predictable world. This also was true of many service firms, such as banks and savings and
loans. Typically, the environment included competition that was limited to a stable group of
competitors, loyal customers and a relatively slow transfer of information. Many small
businesses could thrive in this environment. Other small investors entered fields such as
xerography, computers and computer component production, software design and chemical
research. Some of these grew rapidly, becoming names with which we all are familiar: Xerox,
IBM, Apple and Microsoft. But many more failed.
Today, experts agree that more businesses face an unstable business environment. Improvements
in information processing and telecommunications have made major changes in most industries.
Along with this, improvements in transportation and the growth of foreign economies
(specifically in Europe and Asia) have created a global marketplace and redefined certain
industries. In addition, as consumers are exposed to more choices, loy.
Similar to Corporate Responsibility Turnaround Strategy (20)
In virtually every decision they make, executives today consider som.pdf
Corporate Responsibility Turnaround Strategy
1. Corporate Responsibility Turnaround Strategy (CRTS)TAKING OWNERSHIP…TAKING INTEREST…TAKING ACTION Gayle Bulls Dixon gayleabulls@yahoo.es Gila&CoPaseo de la Castellana, 15328046 Madridwww.gilaandco.com
2. Leaders of companies in complex and crisis situations… are in the most advantageous position for change. have board discussions that revolve around financial viability as only issue for survival. experience intense pressure from all direction (NGOs, investment fund interests, media, consumer journalism and user generated content (UGC) from social networks – Facebook, Twitter, Scribble Live). have internal initiatives that are often separately supported by small groups with conflicting motives. They become complex and undefined. may think it impossible to do enough.
4. Global economy on slow, uneven path to recovery GOOD NEWS: ROBUST RECOVERY Output expanding at varying speeds: Growth strong & close to pre-crisis levels in some EMEs in S. & E Asia & Lat. America… …recovery in some OECD member much weaker. US on verge of self-sustaining recovery; growth in Europe more subdued. Global economy back on growth Track Performed better than anticipated Recovery expected to continue… ….after most severe recession (2009) Since WWII BAD NEWS: RECOVERY UNEVEN ACROSS AND WITHIN REGIONS *Source - TMA International News – Q2 2010
5. “It is hoped that the regulatory environment is better adjusted to monitoring the recycling of these imbalances than before. In any event, the uncertainty will provide restructuring professionalswith a continuing stream of challenges in the foreseeable future.” Dr. Andreas Dombret-Deutsche Bundesbank Varying speeds = varying behaviors from banks, lenders, creditors, govts, etc Multi-national companies been multi-cultural solutions New laws = uncertainty of strategy and design Turnaround Specialists must be able to create multi-level strategies that address a restructuring project at any stage in an intensely uneven marketplace.
6. Corporate Responsibility to meet market demands On order to meet the expanding demand that uneven marketplace dynamics create for Turnaround Specialists, we are adding a Corporate Responsibility element to our already market proven planning process. (Also known as Corp. Social Responsibility-CSR, Sustainability, Corp Social Entrepreneurship-CSE) Before seen as a distant plan/function to be created once restructuring is complete, we believe this is a critical consideration and quite possibly a fundamental opportunity to re-establish trust in communities where our client companies are restructured and serve. We expect to experience increases in requirements from stakeholders for Viable Corporate Responsibility components within Restructuring Plans as a determining factor in gaining approval for the plan.
8. REVIEW RESET BOUNDARIES - Analyze your company’s footprint – solutions you already offer - problems that you create. An analysis of the client company/division will be completed to identify where you are successfully fulfilling as a part of your existing culture the growing requirements of Corporate Responsibility. (SPILLOVERS THAT OTHERS IN YOUR SYSTEM ENJOY AS A RESULT OF YOUR OPERATION)
9. IDENTIFY ESTABLISH PRIORITIES As a part of the analysis we will identify any basic requirements that have not yet been established. “How do you start and what are you going to begin measuring?”
10. CREATE SET MEASURABLE GOALS We will create a plan to quickly highlight your success or, if necessary, bring the company into compliance. If requested, we will assist in implementation of the plan.
11. COMMUNICATE TRANSPARENCY Reporting options for your specific company culture will be recommended. If requested, we will assist in implementation of the communication process.
12. RESULTING IN: Shorter approval time and stronger support for restructuring plans Stakeholders, NGOs, courts, creditors, communities, vendors, shareholders Increased profitability in restructuring results More beneficial public opinion of company Happier company employees Stronger negotiating position for company with creditors, employees, banks, courts, etc.