Csr13 6(ngo)
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This document discusses the roles of non-governmental organizations (NGOs), businesses, and governments in sustainable development and cross-sector partnerships. It defines NGOs as non-profit, non-governmental groups focused on social and environmental goals. The document also outlines the types and legal structures of NGOs, strategies they use, and barriers to partnerships between NGOs and businesses. It argues that clear goals, collaboration, and consistency are keys for cross-sector partnerships to make a meaningful difference.
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The document discusses the finance module in ERP systems. It is a highly integrated module that connects to other modules like sales, production, purchase, and HR. The finance module includes general ledger, accounts receivable, accounts payable, and asset accounting functions. It also covers accounting transactions, financial reporting, budgeting, consolidation, and internal controls.
Ppt01
This document provides an overview of enterprise resource planning (ERP) systems. It describes ERP as software tools that manage key business systems like supply chain, inventory, customer orders and accounting to automate and integrate business processes. The document outlines the evolution of ERP from early inventory control software to today's integrated systems. It discusses the benefits of ERP like improved information sharing, reduced costs and improved decision making. The document also covers ERP design alternatives and challenges of implementation.
Erp overview
This document provides an overview of enterprise resource planning (ERP) systems. It discusses how ERP systems enable seamless integration and information flow across key business processes through interdependent software modules and a common central database. The document also outlines some of the benefits of ERP systems, such as helping to unify an organization's structure, enabling more efficient operations and customer-driven processes, and providing firm-wide knowledge-based management. However, it also notes challenges in implementing ERP systems, such as requiring significant changes to how a business operates and large investments of time and money.
Chapter 20 hr new
The document discusses various areas of human capital management that can be automated through HRMS/ERP systems. It describes key modules related to employee learning, performance and talent management, recruitment processes, transaction intensive processes like payroll and benefits, as well as strategic areas like workforce planning and scheduling, compensation, talent management, learning management, and employee self-service.
Competitive strategies in different types of industries
This document discusses different types of industries based on their maturity and competitive environment: fragmented, emerging, maturing, and declining.
Fragmented industries have no dominant firms and low barriers to entry. Emerging industries are new and defined by technological change and uncertainty. Maturing industries face saturation and competition over market share. Declining industries experience an absolute drop in sales over time.
The document provides characteristics and recommendations for formulating strategies for each type. In fragmented industries, strategies consider industry structure, reasons for fragmentation, and opportunities for consolidation. Emerging industries require shaping the structure and navigating uncertainty. Maturing industries focus on costs and service. Declining industries involve leadership, niche positioning, harvesting, or divestment
The new venture exploration plan
This document outlines the contents and requirements for a new venture exploration plan. It details 12 sections that must be included in the plan, such as an executive summary, industry and market analysis, economics of the business, management team, and financial plan. Key dates for submitting draft and final reports, as well as presentations, are provided. The exploration plan will demonstrate how the team's research can be translated into a business concept with customer value, a solution to a problem, and potential for profit through robust market characteristics and good fit with the founders and management.
Csr13 5(imple)
Implementing, monitoring, and reporting CSR requires identifying a company's CSR level, key requirements like commitment and resources, and operational steps. CSR should be operationalized through forming a motivated core group to identify focus areas, design action plans, monitor impacts, and report initiatives. Measuring, monitoring, and reporting CSR ensures accountability, avoids risks, and improves reputation and performance. It involves using tools like ratings, principles, and indices to benchmark performance across areas like workplace, environment, and community initiatives. Reporting provides transparency and drives progress through methods like descriptive, quantitative, full cost, and triple bottom line reporting.
Session rural marketing final
The document discusses definitions of rural areas according to different organizations in India and their limitations. It provides definitions from the NSSO, Planning Commission, LG Electronics, NABARD, Sahara, and FMCG companies. Most definitions are based on population size, with cut-offs ranging from populations less than 5,000 to 20,000 being considered rural. However, the definitions are limited as they do not fully characterize rural versus urban areas. The document also examines reasons for marketing to rural areas, such as untapped potential, rising incomes, and success stories of companies gaining 40-60% of sales from rural markets.
Student presentation
The document outlines the schedule and groups for an upcoming student presentation. It is divided into two classes on July 30th and August 1st. It then provides details on 16 groups that will each present on a social enterprise theme and organization. Each group is assigned a theme case and social organization. The document concludes with guidelines on the expected structure of the thematic and organization presentations, including the number of slides and time allocated. It recommends highlighting the theme, organization's activities and impact, and including videos and assessments in the 20 minute presentations.
Mis jaiswal-chapter-13
The document discusses three models of information system success:
1) The DeLone & McLean Model from 1992 which synthesizes six factors of IS success including system quality, information quality, use, user satisfaction, individual impact, and organizational impact.
2) The Seddon Model from 1997 which focuses on the interrelationships among measures of information and system quality, IS use, and the benefits of IS use.
3) The Organizational Transformation Model which captures the organizational change dimension of successful IS implementation through its examination of system and information quality, organizational IS use, and organizational transformation due to IS.
Environmental analysis
The document discusses various strategic planning matrices used to evaluate a firm's internal strengths and weaknesses and external opportunities and threats. It describes the SWOT analysis, TOWS matrix, and SPACE matrix. The TOWS matrix involves matching a firm's internal strengths and weaknesses with external opportunities and threats to develop four types of strategies - SO, WO, ST, and WT. The SPACE matrix uses financial strength, competitive advantage, environmental stability, and industry strength factors to determine an appropriate aggressive, conservative, defensive, or competitive strategy.
Chapter37 internationalfinancialmanagement
This document provides an outline and overview of key concepts in international financial management. It discusses the world monetary system, foreign exchange markets and rates, international parity relationships, and managing foreign exchange exposure for multinational firms. Specific topics covered include currency exchange rates and symbols, factors driving companies to operate internationally, how the foreign exchange market works, and how forward exchange rates are quoted relative to spot rates.
Mis jaiswal-chapter-05
Sales managers need information from a marketing information system to monitor product performance, plan sales force activities, and make pricing decisions. A marketing information system gathers, analyzes, and distributes pertinent data to marketing decision makers to improve planning, implementation, and control. It provides information on sales, revenues, costs, and growth for specific products, product lines, and brands. Channel systems support sales and distribution operations while supply chain management systems provide end-to-end visibility across the entire supply chain.
Mis jaiswal-chapter-10
The document discusses the roles and responsibilities of a Chief Information Officer (CIO). It outlines that a CIO acts as a leader who oversees IT personnel and ensures technology supports business needs. Additionally, a CIO serves as a spokesman who networks within the organization and externally. A CIO also monitors the external environment for technical changes and identifies new opportunities. The CIO develops relationships between IT and business units and communicates information between departments. Finally, a CIO influences organizational strategy, identifies solutions, and allocates resources to support the success of the organization.
Mis jaiswal-chapter-03
This chapter discusses telecommunications and computer networks for business. It covers data transmission units and technologies, types of networks including LANs, WANs and intranets. It describes network devices, switching methods, the OSI model layers and TCP/IP. Intranets and extranets are defined, and applications for internal networks and sharing information with business partners are provided. Internet addressing systems using IP classes are also summarized.
Mis jaiswal-chapter-04
The document discusses key aspects of database management including making data sharable, consistent, and standardized across multiple departments and processes. It describes how a database management system (DBMS) is used to create, manage, and control access to the database. Examples are given of how DBMS can help with tasks like sales monitoring, marketing analysis, customer engagement, logistics management, employee records, financial planning, and more. Database design considerations involve determining tables and fields needed and relationships between tables.
Mis jaiswal-chapter-09
The document discusses business modeling and how modeling systems can help businesses redesign processes to cut costs. It states that a business model must be adaptable to changing customer needs and priorities. The modeling system allows businesses to link IT systems to organizational information and processes in a relational way to facilitate redesigning processes.
Mis jaiswal-chapter-12
This document discusses several approaches for justifying investments in information technology (IT) and maximizing returns from IT investments, as IT has become a key lever for competitive advantage but also represents high costs. It describes approaches such as net present value, cost effectiveness, business value, chargeback, balanced scorecard, options, benchmarking, and identifying metrics based on the type of investment, user, and strategic goals. The goal is to formalize metrics for quantifying both tangible and intangible returns from IT expenditures.
Mis jaiswal-chapter-08
- Business intelligence (BI) is the process of collecting data from various sources and analyzing it to help businesses make more informed decisions. It has evolved over time from simply collecting and reporting on retrospective data to also performing predictive analytics.
- The key stages in a closed-loop BI process are track, analyze, model, decide, and monitor. Data is tracked from operational systems and analyzed using BI tools to generate insights. Models are developed and used for forecasting and scenario planning. Decisions are made based on the analysis and models. Actions are then monitored and data is tracked again.
- Successful BI architecture has four parts - information architecture, data architecture, technical architecture, and product architecture to define what data and
Ecf
This document provides an overview of capital budgeting and estimating cash flows. It defines capital budgeting as identifying, analyzing, and selecting long-term investment projects. The key steps in the capital budgeting process are generating proposals, estimating after-tax cash flows, evaluating projects, selecting projects, and reevaluating projects. Cash flows used for analysis should be cash amounts, operating flows, after-tax, and incremental to the project. The document also discusses how to calculate initial cash outflows, interim cash flows, terminal cash flows, and the impact of taxes and depreciation. It provides an example of analyzing an asset expansion and replacement project.
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Section 3 chapter 21 - financial management - teaching aid
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一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
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Csr13 6(ngo)
- 1. Role of NGOs & Cross Sector Partnerships
- 3. Defining an NGO…. Non- Profit Non- Government NGOs are civil society groups that have as their primary purpose social and / or environmental goals
- 4. Relationship between Business & Society Trust & Transparency From “Trust me” To “Tell me” To “Show me’
- 5. Type of NGOs World Bank classifies NGOs as Operational (Design & implementation of development related projects) Advocacy (Defend & promote a specific cause – Raise awareness, acceptance by lobbying, press work and activist events)
- 6. Legal Identities NGO Society Registered under Societies Registration Act, 1860 Trust Formed under trust Deed & registered with Income Tax Limited Company Incorporated as Section 25 of Cos Act, 1956
- 7. Strategies adopted by NGOs Research & reporting Social responsibility – Dialogue with cos Social Accountability – standards & audits Shareholder activism Economic pressures – boycotts Supporting legislation Litigation – bringing law suits Norm creation – development of int. law
- 8. Why cross sector partnerships ? Complementary of skills Business Resources Management capabilities NGO Mobilization Advocacy Community development
- 9. Benefits of Partnering – business perspective Accommodating Brand Image Community perspective Avoid Duplication of services
- 10. Benefits of Partnering – NGO perspective Addressing new issues Financial stability Expanded reach
- 11. Benefits of Partnering – Government perspective Complements Enhances Effectiveness & Efficacy Goal attainment
- 12. Can cross sector partnerships really make a difference ?
- 14. Perspective….. no Lack of understanding of what partnerships are Insufficient partnership skills Partnership non-strategic, project related Partnership driven by outcome, not process Not monitored and evaluated Insufficient dedication to sharing & learning from partnership experience
- 16. Barriers…. Business point of view NGO credibility Lack of familiarity with business processes Traditional view (limited role in development) & ideological view (necessary evil)
- 17. Barriers…. NGO point of view Businesses are Irresponsible Indulge in green washing At best practice philanthropy Lack of understanding about poverty issues Lack of equity in partnership Lack of disclosures by business
- 18. ……. the way forward Cos move from “why should we?” to “How can we?” NGOs need to discard “I don’t need to engage with business” mindset. Distinguish between responsible & irresponsible businesses Experiment with tri-sector partnerships CSR as providing competitive advantage
- 19. Role of Governments Mainstream CSR Engage public / private sector in dialogue Promote transparency in marketplace Develop guidelines & standards Recognize achievements & celebrate innovations