This document summarizes performance management practices in GCC countries based on a review of literature. It finds that performance management in GCC countries primarily focuses on administrative goals, with strategic goals discussed but not implemented, and limited evidence of developmental goals. Specific practices are discussed for the UAE and Oman. In the UAE, performance appraisal aims to boost employee commitment, satisfaction and retention, indicating an administrative focus. Oman uses performance appraisal for administrative purposes like determining bonuses, promotions and training needs. Overall, performance management in GCC countries lacks integration with strategic goals and provides little meaningful feedback, limiting its effectiveness.
The document outlines the course structure for a Masters in Business Administration program. It includes 8 courses in the first semester covering topics like mathematics, organizational behavior, business communication, accounting, business environment, IT, law, and personality development. The second semester includes 8 additional courses on marketing, finance, HR, operations, economics, research methodology, and management science. The third semester focuses on specialized topics across marketing, HR, finance, NGO management clusters, while the fourth semester allows students to further specialize in one cluster. The syllabus provides more details on the individual courses, topics covered, textbooks, and course codes. In summary, the MBA is a 2-year program with the first year covering core business subjects and the
Career Road Strategy Model, Complementary of Competency Models and Strategic ...drboon
This document summarizes a journal article that presents a model for strategic career road planning. It begins by discussing traditional job analysis and competency models, noting their limitations in directing career paths according to organizational strategic goals. It then reviews literature on career success and different approaches to career planning. Next, it compares traditional job analysis to competency models, highlighting key differences in their focus, purpose, and descriptive versus prescriptive nature. Finally, it proposes a model that considers an employee's independence and the roles of stakeholders to guide strategic career planning in line with an organization's objectives.
This communication audit examines communication within an Army recruiting battalion located across multiple states in the Pacific Northwest. The battalion has a headquarters staff and is divided into companies located at various stations. The audit utilized observations, focus groups, surveys, and interviews to analyze internal communication between staff and companies, external communication, and training communication. The results found that while communication between staff sections and companies was generally good, communication had broken down between commander's intent and the station level. The audit concludes with recommendations to improve communication areas.
This document summarizes a study that investigated the relationship between adversity quotient (AQ) and leadership styles of business leaders in Egypt. The study utilized questionnaires to measure the AQ and leadership styles (transformational and transactional) of 85 business leaders. The findings were that the average AQ score of the leaders was in the average range. Transformational leadership style was the most common. While leadership styles were not significantly related to overall AQ, certain dimensions of AQ (like reach) influenced aspects of transformational leadership. The study aimed to help business leaders improve their resilience and ability to handle adversity through understanding their leadership styles and AQ.
Ud44132 bhu52973 734171_essay on succession planning - aiu (final)Donasian Mbonea
This document provides an overview of succession planning. It defines succession planning and discusses its objectives and importance. The succession planning process involves 5 steps: 1) Identifying critical positions, 2) Determining the competencies required for each position, 3) Identifying and assessing potential candidates, 4) Creating learning and development plans, and 5) Implementing and evaluating the plans. The document also reviews literature on succession planning and distinguishes it from replacement planning. Overall, succession planning helps ensure leadership continuity and prepares employees for future roles.
This document discusses competencies of human resource professionals in Pakistani companies. It examines competencies in areas like business knowledge, strategic contribution, HR delivery, personal credibility, and HR technology. The study uses a competency survey model to assess how these competencies relate to firm performance. It also explores how competencies may relate to experience, education, firm size, and salary. The document reviews literature on HR competencies and their relationship to firm performance. It then describes the study methodology and provides examples of competency practices at specific Pakistani companies like Mobilink, MTBC, Nestle Pakistan, and Gul Ahmed Textile Mill.
The document outlines the course structure for a Masters in Business Administration program. It includes 8 courses in the first semester covering topics like mathematics, organizational behavior, business communication, accounting, business environment, IT, law, and personality development. The second semester includes 8 additional courses on marketing, finance, HR, operations, economics, research methodology, and management science. The third semester focuses on specialized topics across marketing, HR, finance, NGO management clusters, while the fourth semester allows students to further specialize in one cluster. The syllabus provides more details on the individual courses, topics covered, textbooks, and course codes. In summary, the MBA is a 2-year program with the first year covering core business subjects and the
Career Road Strategy Model, Complementary of Competency Models and Strategic ...drboon
This document summarizes a journal article that presents a model for strategic career road planning. It begins by discussing traditional job analysis and competency models, noting their limitations in directing career paths according to organizational strategic goals. It then reviews literature on career success and different approaches to career planning. Next, it compares traditional job analysis to competency models, highlighting key differences in their focus, purpose, and descriptive versus prescriptive nature. Finally, it proposes a model that considers an employee's independence and the roles of stakeholders to guide strategic career planning in line with an organization's objectives.
This communication audit examines communication within an Army recruiting battalion located across multiple states in the Pacific Northwest. The battalion has a headquarters staff and is divided into companies located at various stations. The audit utilized observations, focus groups, surveys, and interviews to analyze internal communication between staff and companies, external communication, and training communication. The results found that while communication between staff sections and companies was generally good, communication had broken down between commander's intent and the station level. The audit concludes with recommendations to improve communication areas.
This document summarizes a study that investigated the relationship between adversity quotient (AQ) and leadership styles of business leaders in Egypt. The study utilized questionnaires to measure the AQ and leadership styles (transformational and transactional) of 85 business leaders. The findings were that the average AQ score of the leaders was in the average range. Transformational leadership style was the most common. While leadership styles were not significantly related to overall AQ, certain dimensions of AQ (like reach) influenced aspects of transformational leadership. The study aimed to help business leaders improve their resilience and ability to handle adversity through understanding their leadership styles and AQ.
Ud44132 bhu52973 734171_essay on succession planning - aiu (final)Donasian Mbonea
This document provides an overview of succession planning. It defines succession planning and discusses its objectives and importance. The succession planning process involves 5 steps: 1) Identifying critical positions, 2) Determining the competencies required for each position, 3) Identifying and assessing potential candidates, 4) Creating learning and development plans, and 5) Implementing and evaluating the plans. The document also reviews literature on succession planning and distinguishes it from replacement planning. Overall, succession planning helps ensure leadership continuity and prepares employees for future roles.
This document discusses competencies of human resource professionals in Pakistani companies. It examines competencies in areas like business knowledge, strategic contribution, HR delivery, personal credibility, and HR technology. The study uses a competency survey model to assess how these competencies relate to firm performance. It also explores how competencies may relate to experience, education, firm size, and salary. The document reviews literature on HR competencies and their relationship to firm performance. It then describes the study methodology and provides examples of competency practices at specific Pakistani companies like Mobilink, MTBC, Nestle Pakistan, and Gul Ahmed Textile Mill.
HR Strategies to Retain Employees and Building Their Competencyijtsrd
The search for best ways to attract, develop and utilize organizational people the deliverable from the management of strategic human resources is strategy execution. HR practices help accomplish business objectives among the wide range of organizational processes relating to developing, retaining and utilizing high performing employees is employee operational and functional competencies. HR strategies modified hiring practices and career paths to ensure multi competence. The deliverables from management of contribution are increased employee commitment and competence, but also its influence to change, meet employee expectations, and increase financial performance. The principal thrust of this study therefore is to review prior literature with the aim of unraveling such employee competencies that significantly impact the management of talent in the workplace. Using a non empirical approach, the review of extant studies reveals that the skills, knowledge and abilities of employees influence on individual and organizational objective. In this study reveals recruitment and selection, training and development, workforce planning and career paths, compensation and succession planning for employee sustainable. The paper concludes that tying core competencies with concept of HR strategies and retention means of upgrading and retaining their valuable workforce. To achieve this, the paper recommends the building of competency, the identification and possession of high performing behaviors the development of competency related researches. Rajendra Prasad G R | Dr. Manjunath, K. R "HR Strategies to Retain Employees and Building Their Competency" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35899.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/35899/hr-strategies-to-retain-employees-and-building-their-competency/rajendra-prasad-g-r
“Critically discuss how a multinational corporation can achieve competitive a...A.s. Ari
This document is a research paper submitted by 5 students to their professor at North South University in Bangladesh. The paper includes an introduction, research objectives, scope, research question, literature review, theoretical framework analysis using Porter's Five Forces model and the framework of global integration and local responsiveness. It also includes a company profile on Robi, a telecom operator in Bangladesh, and a methodology, findings and conclusion section. The students analyzed how Robi achieves competitive advantages in Bangladesh through balancing global integration and local responsiveness in its strategies and operations.
This document is a capstone project on developing managerial strategies for fostering an effective multi-generational workforce. It discusses how economic factors and technological advances have impacted today's diverse workforce. The project will examine the characteristics of five generational cohorts (Traditionalists, Baby Boomers, Gen X, Gen Y, Gen Z) and identify an approach to management that facilitates collaboration, knowledge transfer, and mentorship across generations. The goal is to demonstrate how managing a multi-generational workforce can reduce costs and increase organizational value.
The document discusses several challenges faced in strategic planning processes at organizations and proposes solutions. Specifically, it addresses 5 challenges: 1) Strategic planning is a new process that can be difficult for employees, 2) Departments may lack alignment in goals, 3) Creativity may feel limited by pre-planning, 4) The overall organizational goals and vision ("big picture") may not be clearly defined, 5) Organizations struggle to balance operational and growth goals. Solutions proposed include involving employees in planning, aligning department goals, allowing flexibility, clearly communicating overall goals, and balancing operations and growth. The document also discusses broader challenges like people, systems, processes, structure, and "soft" issues that can inhibit strategic planning.
Impact of Capital Structure on Profitability in Pharmaceutical Industry of Pa...Mutahir Bilal
This thesis examines the impact of capital structure on profitability in the pharmaceutical industry of Pakistan. The author analyzes data from 10 pharmaceutical companies over 3 years to determine the relationship between capital structure variables (short term assets, long term assets, short term liabilities, long term liabilities) and profitability variables (return on assets, return on equity). Preliminary findings show no significant relationship between capital structure and profitability. The study aims to contribute to limited existing literature and provide a basis for future research.
This document is a thesis submitted by Asha Jaiswal to the Faculty of Management at Tribhuvan University in partial fulfillment of the requirements for a Master of Business Studies degree. The thesis analyzes the portfolio management of listed commercial banks in Nepal.
The introduction provides background on banks and portfolio management. It states that the main objective is to analyze the risk and return of common stocks from different listed commercial banks in Nepal using tools like expected return, required rate of return, CAPM model, mean, standard deviation, covariance, correlation and beta.
The document includes letters of recommendation from the thesis supervisor and approval from the research committee. It also includes an abstract that states the research will analyze portfolio management to help
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
Leadership theories and their practices in eastern bank limitedMohammad Mydul Islam
This document provides information about a term paper submitted by students to their professor on leadership theories and practices at Eastern Bank Limited in Bangladesh. It includes an introduction, executive summary, table of contents, company profile of Eastern Bank Limited describing its mission, vision, management hierarchy and products/services. It also reviews several leadership theories like trait theory, behavioural approaches, Fiedler's contingency theory and their application at Eastern Bank's audit and sales departments. The document concludes that Eastern Bank practices situational, path-goal and attribution leadership theories.
This document is a research paper that examines the impact of capital structure on the profitability of banking sectors in Pakistan. It analyzes data from 4 conventional banks and 4 Islamic banks over 19 years. The results show that for conventional banks, profitability is positively affected by capital structure, indicating a positive relationship between profitability and capital structure. However, for Islamic banks profitability is negatively affected by capital structure, showing a negative relationship between profitability and capital structure. The paper aims to contribute to understanding how capital structure impacts profitability differently between conventional and Islamic banking.
This chapter discusses the importance of integrating strategic planning and human resource planning. It identifies the objectives as understanding how an organization's competitive environment influences strategic planning and why internal resource analysis is important. It describes linking strategic analysis, formulation and implementation with human resources planning and forecasting. Models of environmental scanning, internal analysis of culture, capabilities, composition and forecasting demand and supply of employees are provided. Formulating strategy includes SWOT analysis and determining corporate strategy around growth, diversification, mergers and acquisitions.
This document is a project report submitted by Thoudam Suraj Singh to the University of Science and Technology, Meghalaya in partial fulfillment of an MBA degree. The project examines working capital management at Bajaj Corp Limited over 5 years using ratio analysis. It includes an introduction outlining the importance of working capital management and ratio analysis. The report contains chapters on working capital and ratio analysis concepts, the company profile of Bajaj Corp, an analysis of the company's ratios calculated from its financial statements, findings and suggestions. Ratio analysis is used as a tool to evaluate the company's liquidity, activity, and working capital management over the period studied.
This document provides a project report on working capital management. It includes sections on acknowledging those who helped with the project, declaring that the information is true and original, preface, objectives of the study, executive summary, index, and sections on the economy, industry, and company overview. The sections provide information on the current state of the Indian economy and industry, an introduction to HCL and its career development center, findings, and a SWOT analysis.
This document is a project report synopsis submitted by Rohit Singh for the partial fulfillment of an MBA degree. The project examines working capital management at Delhi Transco Limited over a three year period from 2017-2019. The objectives are to study DTL's working capital management, examine changes over three years, and identify factors to improve future performance. The methodology involves analyzing DTL's annual reports using ratio analysis and statements of changes in working capital. The scope is a practical study of working capital theory based on DTL's financial data.
This document provides information about a project report submitted by Miss. Upadhye Priyanka V. for her MBA degree. The report focuses on working capital management at Mahindra Sona Limited, where she completed her summer internship. The 3-page document includes sections on the declaration, acknowledgements, objectives of the project and methodology. It provides details about the company profile, products, milestones and organizational structure of Mahindra Sona Limited to give context for the project. The report aims to analyze working capital management practices at the company and calculate key ratios related to working capital.
This document discusses the principles of compiler design. It describes the different phases of a compiler, including lexical analysis, syntax analysis, semantic analysis, intermediate code generation, code optimization, and code generation. It also discusses other language processing systems like preprocessors, assemblers, linkers, and loaders. The overall goal of a compiler is to translate a program written in one language into another language like assembly or machine code.
GCC/G++ are compilers that are part of the GNU Compiler Collection. GCC stands for GNU Compiler Collection and compiles C, C++, and other languages. G++ is the C++ compiler from GCC. The document discusses GCC and G++ command options, optimization techniques used by GCC like common subexpression elimination, and the intermediate representations used by GCC during optimization.
The document discusses CPU pipeline optimization techniques, including both hardware and software branch prediction. It describes two main ways for compilers to provide better branch prediction hints to hardware: 1) Using explicit builtin_expect hints to indicate the likely branch direction; and 2) Leveraging profile information collected from representative runs to determine branch likelihoods and optimize compilation accordingly. Profile-guided optimization (PGO) generalizes this approach to further optimizations beyond just branch prediction.
Gcc is a command line C compiler that takes C source files as input, compiles them into an executable, and outputs an executable file by default called a.out. Gdb is a command line debugger that allows stopping a program at breakpoints to examine variables and state. To compile and run a simple "hello world" C program with gcc and optionally debug it with gdb, gcc is used to compile the source file into an executable and gdb allows setting breakpoints and examining variables when the program is run.
GCC Compiler as a Performance Testing tool for C programsDaniel Ilunga
This paper introduces you to GCC Compiler as a Performance testing tool. GCC Compiler has never been used before as a Performance Testing, but in this paper we’ll be discussing various points on how this can be implemented based on the objective of a Performance testing.
In performance testing, we don’t focus on the bugs in the code that we are testing, but its purpose being of removing the bottlenecks in the codes by taking under consideration parameters like CPU time, memory usage, Speed, Stability, scalability and so on.
To achieve this, we have used the GCC optimization options; different levels of optimization are also discussed as well as a comparative study between manual testing and automatic testing (by using Unix/Linux commands).
1. Describe cómo configurar NetBeans para Java y C/C++ en Windows, incluyendo descargar e instalar el JDK y NetBeans de forma separada o conjunta, y agregar plugins de C/C++. 2. Explica cómo instalar Cygwin para compilar código C/C++, y agregar la ruta Cygwin a las variables de entorno. 3. Brevemente cubre cómo crear y ejecutar un programa simple "Hola Mundo" en C/C++ usando NetBeans.
The document discusses compiling programs under Linux. It covers the GCC compiler and the Make utility. GCC can compile multiple source files into an executable. The -c option creates object files and the -o option specifies the output file. Makefiles define dependencies between targets and commands to create targets. Make uses makefiles to determine what needs recompiling. Debugging tools like GDB allow setting breakpoints and stepping through code.
This ppt will demonstrate the compilation process stages in C language. C compilation process has 4 stages. They are pre-processor, compiler, assembler and linker. Each stage has its own functionality. The final outcome of these stages would be a C executable file. GCC tool is used in linux platform to compile C code. And It will generate *.out files as an executable.
HR Strategies to Retain Employees and Building Their Competencyijtsrd
The search for best ways to attract, develop and utilize organizational people the deliverable from the management of strategic human resources is strategy execution. HR practices help accomplish business objectives among the wide range of organizational processes relating to developing, retaining and utilizing high performing employees is employee operational and functional competencies. HR strategies modified hiring practices and career paths to ensure multi competence. The deliverables from management of contribution are increased employee commitment and competence, but also its influence to change, meet employee expectations, and increase financial performance. The principal thrust of this study therefore is to review prior literature with the aim of unraveling such employee competencies that significantly impact the management of talent in the workplace. Using a non empirical approach, the review of extant studies reveals that the skills, knowledge and abilities of employees influence on individual and organizational objective. In this study reveals recruitment and selection, training and development, workforce planning and career paths, compensation and succession planning for employee sustainable. The paper concludes that tying core competencies with concept of HR strategies and retention means of upgrading and retaining their valuable workforce. To achieve this, the paper recommends the building of competency, the identification and possession of high performing behaviors the development of competency related researches. Rajendra Prasad G R | Dr. Manjunath, K. R "HR Strategies to Retain Employees and Building Their Competency" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35899.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/35899/hr-strategies-to-retain-employees-and-building-their-competency/rajendra-prasad-g-r
“Critically discuss how a multinational corporation can achieve competitive a...A.s. Ari
This document is a research paper submitted by 5 students to their professor at North South University in Bangladesh. The paper includes an introduction, research objectives, scope, research question, literature review, theoretical framework analysis using Porter's Five Forces model and the framework of global integration and local responsiveness. It also includes a company profile on Robi, a telecom operator in Bangladesh, and a methodology, findings and conclusion section. The students analyzed how Robi achieves competitive advantages in Bangladesh through balancing global integration and local responsiveness in its strategies and operations.
This document is a capstone project on developing managerial strategies for fostering an effective multi-generational workforce. It discusses how economic factors and technological advances have impacted today's diverse workforce. The project will examine the characteristics of five generational cohorts (Traditionalists, Baby Boomers, Gen X, Gen Y, Gen Z) and identify an approach to management that facilitates collaboration, knowledge transfer, and mentorship across generations. The goal is to demonstrate how managing a multi-generational workforce can reduce costs and increase organizational value.
The document discusses several challenges faced in strategic planning processes at organizations and proposes solutions. Specifically, it addresses 5 challenges: 1) Strategic planning is a new process that can be difficult for employees, 2) Departments may lack alignment in goals, 3) Creativity may feel limited by pre-planning, 4) The overall organizational goals and vision ("big picture") may not be clearly defined, 5) Organizations struggle to balance operational and growth goals. Solutions proposed include involving employees in planning, aligning department goals, allowing flexibility, clearly communicating overall goals, and balancing operations and growth. The document also discusses broader challenges like people, systems, processes, structure, and "soft" issues that can inhibit strategic planning.
Impact of Capital Structure on Profitability in Pharmaceutical Industry of Pa...Mutahir Bilal
This thesis examines the impact of capital structure on profitability in the pharmaceutical industry of Pakistan. The author analyzes data from 10 pharmaceutical companies over 3 years to determine the relationship between capital structure variables (short term assets, long term assets, short term liabilities, long term liabilities) and profitability variables (return on assets, return on equity). Preliminary findings show no significant relationship between capital structure and profitability. The study aims to contribute to limited existing literature and provide a basis for future research.
This document is a thesis submitted by Asha Jaiswal to the Faculty of Management at Tribhuvan University in partial fulfillment of the requirements for a Master of Business Studies degree. The thesis analyzes the portfolio management of listed commercial banks in Nepal.
The introduction provides background on banks and portfolio management. It states that the main objective is to analyze the risk and return of common stocks from different listed commercial banks in Nepal using tools like expected return, required rate of return, CAPM model, mean, standard deviation, covariance, correlation and beta.
The document includes letters of recommendation from the thesis supervisor and approval from the research committee. It also includes an abstract that states the research will analyze portfolio management to help
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
Leadership theories and their practices in eastern bank limitedMohammad Mydul Islam
This document provides information about a term paper submitted by students to their professor on leadership theories and practices at Eastern Bank Limited in Bangladesh. It includes an introduction, executive summary, table of contents, company profile of Eastern Bank Limited describing its mission, vision, management hierarchy and products/services. It also reviews several leadership theories like trait theory, behavioural approaches, Fiedler's contingency theory and their application at Eastern Bank's audit and sales departments. The document concludes that Eastern Bank practices situational, path-goal and attribution leadership theories.
This document is a research paper that examines the impact of capital structure on the profitability of banking sectors in Pakistan. It analyzes data from 4 conventional banks and 4 Islamic banks over 19 years. The results show that for conventional banks, profitability is positively affected by capital structure, indicating a positive relationship between profitability and capital structure. However, for Islamic banks profitability is negatively affected by capital structure, showing a negative relationship between profitability and capital structure. The paper aims to contribute to understanding how capital structure impacts profitability differently between conventional and Islamic banking.
This chapter discusses the importance of integrating strategic planning and human resource planning. It identifies the objectives as understanding how an organization's competitive environment influences strategic planning and why internal resource analysis is important. It describes linking strategic analysis, formulation and implementation with human resources planning and forecasting. Models of environmental scanning, internal analysis of culture, capabilities, composition and forecasting demand and supply of employees are provided. Formulating strategy includes SWOT analysis and determining corporate strategy around growth, diversification, mergers and acquisitions.
This document is a project report submitted by Thoudam Suraj Singh to the University of Science and Technology, Meghalaya in partial fulfillment of an MBA degree. The project examines working capital management at Bajaj Corp Limited over 5 years using ratio analysis. It includes an introduction outlining the importance of working capital management and ratio analysis. The report contains chapters on working capital and ratio analysis concepts, the company profile of Bajaj Corp, an analysis of the company's ratios calculated from its financial statements, findings and suggestions. Ratio analysis is used as a tool to evaluate the company's liquidity, activity, and working capital management over the period studied.
This document provides a project report on working capital management. It includes sections on acknowledging those who helped with the project, declaring that the information is true and original, preface, objectives of the study, executive summary, index, and sections on the economy, industry, and company overview. The sections provide information on the current state of the Indian economy and industry, an introduction to HCL and its career development center, findings, and a SWOT analysis.
This document is a project report synopsis submitted by Rohit Singh for the partial fulfillment of an MBA degree. The project examines working capital management at Delhi Transco Limited over a three year period from 2017-2019. The objectives are to study DTL's working capital management, examine changes over three years, and identify factors to improve future performance. The methodology involves analyzing DTL's annual reports using ratio analysis and statements of changes in working capital. The scope is a practical study of working capital theory based on DTL's financial data.
This document provides information about a project report submitted by Miss. Upadhye Priyanka V. for her MBA degree. The report focuses on working capital management at Mahindra Sona Limited, where she completed her summer internship. The 3-page document includes sections on the declaration, acknowledgements, objectives of the project and methodology. It provides details about the company profile, products, milestones and organizational structure of Mahindra Sona Limited to give context for the project. The report aims to analyze working capital management practices at the company and calculate key ratios related to working capital.
This document discusses the principles of compiler design. It describes the different phases of a compiler, including lexical analysis, syntax analysis, semantic analysis, intermediate code generation, code optimization, and code generation. It also discusses other language processing systems like preprocessors, assemblers, linkers, and loaders. The overall goal of a compiler is to translate a program written in one language into another language like assembly or machine code.
GCC/G++ are compilers that are part of the GNU Compiler Collection. GCC stands for GNU Compiler Collection and compiles C, C++, and other languages. G++ is the C++ compiler from GCC. The document discusses GCC and G++ command options, optimization techniques used by GCC like common subexpression elimination, and the intermediate representations used by GCC during optimization.
The document discusses CPU pipeline optimization techniques, including both hardware and software branch prediction. It describes two main ways for compilers to provide better branch prediction hints to hardware: 1) Using explicit builtin_expect hints to indicate the likely branch direction; and 2) Leveraging profile information collected from representative runs to determine branch likelihoods and optimize compilation accordingly. Profile-guided optimization (PGO) generalizes this approach to further optimizations beyond just branch prediction.
Gcc is a command line C compiler that takes C source files as input, compiles them into an executable, and outputs an executable file by default called a.out. Gdb is a command line debugger that allows stopping a program at breakpoints to examine variables and state. To compile and run a simple "hello world" C program with gcc and optionally debug it with gdb, gcc is used to compile the source file into an executable and gdb allows setting breakpoints and examining variables when the program is run.
GCC Compiler as a Performance Testing tool for C programsDaniel Ilunga
This paper introduces you to GCC Compiler as a Performance testing tool. GCC Compiler has never been used before as a Performance Testing, but in this paper we’ll be discussing various points on how this can be implemented based on the objective of a Performance testing.
In performance testing, we don’t focus on the bugs in the code that we are testing, but its purpose being of removing the bottlenecks in the codes by taking under consideration parameters like CPU time, memory usage, Speed, Stability, scalability and so on.
To achieve this, we have used the GCC optimization options; different levels of optimization are also discussed as well as a comparative study between manual testing and automatic testing (by using Unix/Linux commands).
1. Describe cómo configurar NetBeans para Java y C/C++ en Windows, incluyendo descargar e instalar el JDK y NetBeans de forma separada o conjunta, y agregar plugins de C/C++. 2. Explica cómo instalar Cygwin para compilar código C/C++, y agregar la ruta Cygwin a las variables de entorno. 3. Brevemente cubre cómo crear y ejecutar un programa simple "Hola Mundo" en C/C++ usando NetBeans.
The document discusses compiling programs under Linux. It covers the GCC compiler and the Make utility. GCC can compile multiple source files into an executable. The -c option creates object files and the -o option specifies the output file. Makefiles define dependencies between targets and commands to create targets. Make uses makefiles to determine what needs recompiling. Debugging tools like GDB allow setting breakpoints and stepping through code.
This ppt will demonstrate the compilation process stages in C language. C compilation process has 4 stages. They are pre-processor, compiler, assembler and linker. Each stage has its own functionality. The final outcome of these stages would be a C executable file. GCC tool is used in linux platform to compile C code. And It will generate *.out files as an executable.
This document provides an overview and schedule for a one-day introduction to Perl programming course. It covers what will be taught including creating and running Perl programs, variables, operators, functions, input/output, and more. The schedule includes breaks and lunch and notes resources available online for the slides.
GCC compilers use several stages to compile C/C++ code into executable programs:
1. The preprocessor handles #include, #define, and other preprocessor directives.
2. The front-end parses the code into an abstract syntax tree (AST) and performs type checking and semantic analysis.
3. The middle-end converts the AST into the GIMPLE intermediate representation and performs optimizations like dead code elimination and constant propagation before generating register transfer language (RTL).
4. The back-end selects target-specific instructions, allocates registers, schedules instructions, and outputs assembly code, which is then linked together with other object files by the linker into a final executable.
Presentation on MinGw Compiler.
This compiler's continuing goal of minimizing extra DLLs, winpthreads has been compiled statically.
https://techbyavnish.blogspot.com/
GCC (GNU Compiler Collection) is a fundamental piece of software that allows compilation of C, C++ and other languages. It is crucial to the free and open source software movement. GCC consists of components like cc1 (C compiler), cc1plus (C++ compiler), and others. Developers can use GCC along with a text editor to compile programs from multiple files by using Make. GCC provides debugging tools like GDB and supports compilation on multiple platforms.
GCC is a widely used open source compiler. It consists of frontends for languages like C and C++ and backends that generate code for different CPU architectures. The GCC Extensibility Made Easy (GEM) framework allows dynamically loading modules to extend GCC functionality. Examples include adding new language features, improving security, and facilitating operating system development.
GCC is a widely used open source compiler system developed by the GNU Project. It compiles C, C++, Java, Fortran and other languages. GCC has undergone major changes to its structure since 2005, including the addition of GENERIC and GIMPLE intermediate representations between the front end and back end. The front end parses source code into ASTs, then GIMPLE trees are optimized through many passes in the middle end before being converted to RTL for the back end code generation.
Programming is hard. Programming correct C and C++ is particularly hard. Indeed, both in C and certainly in C++, it is uncommon to see a screenful containing only well defined and conforming code.Why do professional programmers write code like this? Because most programmers do not have a deep understanding of the language they are using.While they sometimes know that certain things are undefined or unspecified, they often do not know why it is so. In these slides we will study small code snippets in C and C++, and use them to discuss the fundamental building blocks, limitations and underlying design philosophies of these wonderful but dangerous programming languages.
This content has a CC license. Feel free to use it for whatever you want. You may download the original PDF file from: http://www.pvv.org/~oma/DeepC_slides_oct2012.pdf
The document summarizes the passes of the GCC compiler from parsing to code generation. It begins with parsing the source code into an AST, followed by converting the AST to GIMPLE intermediate representation and performing optimizations like constant propagation, copy propagation and dead code elimination on the GIMPLE. Control flow graphs are constructed and optimizations are performed with SSA form. RTL is generated from GIMPLE and undergoes register allocation and instruction selection before assembly code generation. Example dumps of different passes are shown.
Term ProjectMGT 4478 Managing in a Global EnvironmentTroy.docxmehek4
Term Project
MGT 4478: Managing in a Global Environment
Troy University
Section Two; Socio-cultural Analysis:
Your organization has reviewed your country study and has decided to go with your recommendation for their initial international expansion. A complete a socio-cultural analysis needs to be completed to determine the entry strategy, financing, human resource needs, suppliers, marketing, pricing and distribution, and organizational structure.
Assignment Criteria:
Write a report (2 – 4 pages, font 12) outlining the socio-cultural factors and discuss any cross-cultural issues that will need to be considered, addressed and understood into for a successful international expansion. You need to use at least three outside sources to complete this assignment. PLEASE remember to cite all your sources; proper citation of your sources is a requirement for this course.
Please support all recommendations with sound reasoning and research.
Your report needs to include but not limited to:
· Demographic Trends
· Population growth
· Age structure & median age
· Life expectancy
· Literacy
· Cultural Analysis
· Language
· Customs and Norms
· Traditions
· Social Institutions
· Where does the country lie within Hofstede’s dimensions
· Family structure
· Religious structure
· Labor organizations
· Informal Trade Barriers
· Barriers that are created by social and cultural factors
· Communication styles
· Negotiating tactics
· Marketing concerns
· Ethical concerns
· Employment practices
· Human rights
· Business practices
The name of the course is Research Methodology (IT 460)
I have an assignment
I wrote a research paper and I proposed a potential methodology for the research. However, my instructor asked me to execute the proposed methodology. Otherwise he will give me 35/50.I need you to execute the methodology of the research paper.
Make up the data.
You can't pick any company of your choice
PLEASE read the methodology part very well.
The interviews will be organized with top managers, who are responsible for recruiting future leaders, in different government and privet sectors, such as Saudi airlines, NCB Alahli Bank Saudi, Saudi Electricity Company, Procter and Gamble Company and Sab Bank.
to make things clear, let me give the steps you follow to apply this methodology
1) Preparing questionnaire
2) Preparing variables for data Coding
3) Data Base Preparation in IBM SPSS Version 22
4) Data Cleaning
5) Data Analysis(Includes Descriptive, Measure of Correlation and Measure of Association)
6) Measure of Correlation (Using Pearson Product Moment as well Multiple Regression )
7) Measure of Association (Using Factor Analysis )
8) Writing Tables
9) Tabulation
10) Graphs
11) Interpretation and Report Writing
12) Miscellaneous (Formatting, Alignment etc)
Review any published research papers it has questionnaire plus data results that includes tables with explanation and analysis. That’s all what I need. I hope you got it what I need
I'm ...
This document provides a proposal for a management coaching training program at Bank of Montreal to develop bench strength in preparation for upcoming retirements. A needs assessment identified a large need for management personnel replacement due to demographic shifts. The proposed program will train all frontline managers in communication, decision-making, and knowledge management skills through an online coaching model. Managers will then coach their direct reports to identify strengths and development areas. The goal is to empower all employees and help them reach their potential within the organization through this customized training approach.
The report explores current practice in MLD; individual managers' views of MLD and the impact it has on their performance and abilities; organisations' approaches to MLD and the impact on organisational performance and how organisations can increase the business impact of MLD and how individuals may identify MLD for their specific needs.
MBA Dissetation- Training and development pratices in MNC subsidiaries in ChinaJoseph Uzah
“An analysis of the gap in skill level between expatriate managers and host country managers (Subsidiary managers) to determine if the current training and development practices in MNC subsidiaries in China can minimize the skills gap”
Organizational determinants as a barrier of balanced scorecard adoption for p...Alexander Decker
This document discusses organizational barriers to adopting the Balanced Scorecard (BSC) as a performance measurement tool in Pakistan. It provides background on the BSC, describing it as a popular multi-dimensional performance measurement system that derives key performance indicators from strategy. The study aims to identify barriers within organizations that may prevent BSC adoption. A literature review covers performance measurement, BSC features and adoption. However, little research has examined resistance to adopting innovations like the BSC. The document aims to identify potential organizational determinants that could serve as barriers to BSC adoption in Pakistan.
Employee perception towards effective training program a study on some select...Alexander Decker
This document discusses a study on employee perceptions of effective training programs at some selective private commercial banks in Bangladesh. The study aims to understand how existing training and management development programs are perceived by employees and identify any flaws to recommend improvements. Researchers surveyed employees from five private banks using a 5-point scale to assess their views on topics like the adequacy of training, trainer knowledge, timeliness of training, and ability to apply learning on the job. The findings suggest that while banks provide training, most respondents felt they were failing to contribute maximum value to their organizations due to issues with the training and development systems.
LASA 2 Grading Criteria
Assignment Component
Proficiency
Maximum Points
Content Knowledge: Understanding
Communicates understanding of assignment by synthesizing data to explain a strategic overview ofyour company, its services, and all other required data.
CO 1
MSM PO: 2, 4, 5
MBA PO: 1.1, 1.2, 1.3, 2.1, 2.2, 2.3
ILO 1, 3, 6
Response incorporates analysis and synthesis of central concepts of the assigned topic.
Response reflects understanding of the nature of the specific topic within the discipline and its applications in contemporary times.
Response provides necessary details and specific examples.
48
Content Knowledge: Application Component 1
Communicates the ability to analyze the supply chain for your identified company by explaining all the following required key elements of the supply chain.
CO: 3
MSM PO: 2, 4
MBA PO: 2.1, 2.2, 2.3, 3.3
ILO: 1, 2, 3, 6
Response demonstrates a working command of the disciplinary content knowledge.
Response examines the specific issue within the context of the topic area using relevant details and examples.
Response analyzes the specific aspect of the issue to applicable areas within the discipline and their relevance to real-world contexts.
Response is adequately supported by current and relevant literature.
56
Content Knowledge: Application Component 2
Communicates the ability to synthesize data to create a plan for improving the performance of three specific operating processes in your company (including answers to all required elements).
CO: 3
MSM PO: 2, 4
MBA PO: 2.1, 2.2, 2.3, 3.3
ILO: 1, 2, 3, 6
Response demonstrates a working command of the disciplinary content knowledge.
Response examines the specific issue within the context of the topic area using relevant details and examples.
Response analyzes the specific aspect of the issue to applicable areas within the discipline and their relevance to real-world contexts.
Response is adequately supported by current and relevant literature.
56
Content Knowledge: Application Component 3
Communicates the ability to synthesize data to explain results of performance improvements regarding the product/service (including answers to all required elements).
CO: 2
MSM PO: 2, 3, 5
MBA PO: 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 3.3
ILO: 1, 3, 5, 6
Response demonstrates a working command of the disciplinary content knowledge.
Response examines the specific issue within the context of the topic area using relevant details and examples.
Response analyzes the specific aspect of the issue to applicable areas within the discipline and their relevance to real-world contexts.
Response is adequately supported by current and relevant literature
56
Content Knowledge: Application Component 4
Communicates the ability to configure data to explain how your plan impacts your company’s HR and human capital strategy and how the organizational structure supports the new process configuration you are recommending. Explains any changes to the compensation/ ...
Akshat Goyal's Case Study on DIMENSIONS IN KNOWLEDGE PROCESS OUTSOURCING (KPO)Akshat Goyal
1. Knowledge process outsourcing (KPO) has grown significantly in India but faces challenges of talent shortages and competition from other countries.
2. While KPO is expected to continue growing, Indian companies will need to manage talent shortages and competition from countries like China and the Philippines.
3. Advancing technologies could help knowledge management and allow KPO industries to better utilize talent across borders.
Strategies for Success Uniting PMO Frameworks and Setup Processes for Organis...Mrinal Chakravarty, CEng
In the research paper titled "Strategies for Success: Uniting PMO Frameworks and Setup Processes for Organizational Excellence," key findings underscore the centrality of aligning Project Management Office (PMO) frameworks with organizational strategy. Strategies include strategic integration, robust change management, and the establishment of measurable impact indicators. Real-world examples from companies like GE and Toyota highlight the transformative impact of well-implemented PMOs. Recommendations for future research encompass cultural dynamics, technological advancements, and longitudinal impact studies. The conclusive reflection emphasizes the transformative journey toward organizational excellence through strategic project management integration.
This document discusses the differences between management by objectives (MBO) and strategic management. MBO focuses on individual, short-term objectives agreed upon by supervisors and subordinates. However, strategic management takes a broader, long-term approach involving group processes to align the organization's mission, strategies and objectives with the external environment. While MBO had some successes, it often failed to fully integrate objectives across teams and departments. Strategic management supersedes MBO as it considers more variables and takes a holistic view of planning for the organization.
Towards integrated learning and development for improving bottom line--a prac...learnonline4
This document discusses integrated learning and development practices adopted by companies in India to achieve business excellence. It analyzes 11 companies that received the BM Munjal Award for business excellence through learning and development between 2009-2013. The key findings are:
1) Companies focused on a combination of leading and lagging business excellence indicators, including financial performance, customer satisfaction, and environmental/social commitments.
2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals.
3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.
Performance Appraisal Methods of Multinational organizationTanjil Sakhawat
This document provides an overview of performance appraisal methods used by multinational organizations. It begins with an executive summary and introduction discussing what performance appraisals are and how they work. It then describes different types of performance appraisal methods and discusses the strategic importance of performance management in a global context. Key points made include that performance appraisals are used to evaluate employees and justify compensation decisions, and that the approach to performance management may differ depending on whether the employee is from the parent country, host country, or third country. Criticisms of performance appraisals are also presented.
This document presents a monitoring and evaluation strategy for the Ministry of Education and Training in Tonga. It begins with background on the need for an M&E strategy to track progress on organizational outcomes in the ministry's corporate plan. It then discusses the current weak state of M&E in the ministry and lack of dedicated M&E staff. The strategy aims to establish a functional M&E system to regularly collect and analyze data on key performance indicators to determine if the ministry is achieving its goals and making progress. It emphasizes building M&E capacity through staff training and establishing clear processes for planning, data collection, analysis, and using findings for decision-making.
Human resource development strategy in a small to medium business enterpriseService_supportAssignment
The significance of human resource has gained tremendous focus in the recent times. At the level of macro-environment, theories related to endogenous growth have suggested tat human capital accumulation is constituted of the main macro-economic growth engine. It is this important feature of HRM that makes organizations all across the world to address it and learn how to improvise it by strategic means. Small to medium enterprises in Australia play a pivotal role in modernized economies accompanied through a rich scientific research flow on economies of entrepreneurship and small businesses (Karami et al 2008). However, not much literature is present on the Human resource practices and its objectives within small to medium enterprises
This document provides a summary of research on strategic talent management from five peer-reviewed articles. It introduces the topic and outlines the key points from each article. The first article defines strategic talent management and proposes a four-step model. The second emphasizes its importance for business success. The third discusses various perspectives and approaches. The fourth analyzes issues in the hospitality and tourism sector. The fifth concludes the research analyzed talent management practices in different contexts and industries.
This document is a dissertation submitted by Antonios Tseos to the University of Leicester in partial fulfillment of the requirements for a Master of Science in Finance degree. The dissertation examines mergers and acquisitions in banking and finance, and whether they create shareholder value. Specifically, it aims to determine if human resource management is important for the success of financial institution M&As and if there is an adequate systematic approach. It covers whether specific practices can help manage post-merger integration, if prior M&A experience impacts performance, and if management quality is crucial for success. The dissertation finds that balancing economic and human capital is key to M&A success, as cultural issues are often overlooked. It argues a proactive
This document provides an overview of Learntoupgrade, an asset management company in Bangladesh. It discusses the organization's background, vision, mission, goals, services, organizational structure, and human resources division. Some key points:
- Learntoupgrade was incorporated in 2009 and received approval from the Bangladesh Securities and Exchange Commission to operate as an asset management company.
- The organization's vision is to establish itself as the ultimate investment choice in Bangladesh through developing research tools and strategies to yield the best returns for stakeholders.
- The mission is to provide the best possible returns for investors and secure their financial future by utilizing local talent and complying with international standards.
- The goal is to deliver
767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis & Heckman,
2006), although much has been written about specifi c talent man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic links
in how talent management can be ingrained in a business organi-
zation. While business managers have generally developed strong
links among the business environment, the business strategy, and
business results, this process in the past has often bypassed human
resource (HR) and talent management systems. Business executives
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/12/2020 10:12 PM via STRAYER UNIVERSITY
AN: 300763 ; Dowell, Ben E., Silzer, Robert Frank.; Strategy-Driven Talent Management : A Leadership Imperative
Account: strayer.main.eds-live
768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results. However, the
links between these business elements are not yet well developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld. For
example, which changes in talent can directl.
767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis & Heckman,
2006), although much has been written about specifi c talent man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic links
in how talent management can be ingrained in a business organi-
zation. While business managers have generally developed strong
links among the business environment, the business strategy, and
business results, this process in the past has often bypassed human
resource (HR) and talent management systems. Business executives
c22.indd 767c22.indd 767 10/1/09 9:22:28 AM10/1/09 9:22:28 AM
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/12/2020 10:12 PM via STRAYER UNIVERSITY
AN: 300763 ; Dowell, Ben E., Silzer, Robert Frank.; Strategy-Driven Talent Management : A Leadership Imperative
Account: strayer.main.eds-live
768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results. However, the
links between these business elements are not yet well developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld. For
example, which changes in talent can directl.
2. 1
Table of Contents
Introduction and importance of PM in GCC - Danish.................................................................... 2
Methodology - Danish .................................................................................................................... 2
PMRS Goals - Danish..................................................................................................................... 3
UAE ............................................................................................................................................ 4
Sultanate of Oman....................................................................................................................... 5
PA Criteria and Methods - Ramzan................................................................................................ 6
United Arab Emirates: ................................................................................................................ 6
Sultanate of Oman....................................................................................................................... 8
Kingdom of Saudi Arabia ........................................................................................................... 9
Feedback & use of PA info - Abdussubhan.................................................................................... 9
United Arab Emirates................................................................................................................ 10
Sultanate of Oman..................................................................................................................... 10
Conclusion – Danish..................................................................................................................... 11
References.................................................................................................................................... 13
3. 2
Introduction and importance of PM in GCC - Danish
Performance management is the “continuous process of identifying, measuring and
developing individual performance according to strategic goals” but is something that is lacking
in the GCC region (Behery and Paton, 2008). This continuous strategic process comprises of
having performance goals that are strategic, developmental or administrative. These goals are
then meant to be kept in perspective as relevant criteria is chosen based on either results,
competencies or behaviors. These criteria are then tested with appropriate performance appraisal
methods as per the strategic needs of the organization. The information gained from these
evaluations/appraisals also need to be used appropriately and timely feedback needs to be
provided for it to be useful. All in all, these elements make a performance management system
that can be eventually beneficial for organizations.
The GCC is a rising global hub of commerce that is attracting numerous organizations
from all over the world while others are sprouting up from within the country. Arabian Gulf
region is one of the fastest growing areas in the world with nominal growth of about 20 percent
per year (de Boer and Turner, 2007, as cited in Moideenkutty, Al-Lamki & Murthy, 2010).An
intricate part of a developed business world is the recognition of the need for strategic HR and
PM. The UAE for example, has quadrupled in population in the last 25 years. This population
consist of 80% expatriates from 125 different countries. This makes the UAE (and on a wider
scale, the GCC) an extremely multicultural environment experiencing rapid commercial growth.
There is a need to study PM in the GCC because “this demographic shift is going to pose some
unique challenges, particularly in relation to PA, for UAE organizations, as will the need to
manage within a multi-cultural environment” (Behery and Paton, 2008).
This paper keep in perspective this idea of a performance management system
framework and studies literature in the GCC region. The purpose of this effort is to recognize the
adherence in the GCC to such a system, where and how it’s applied, and the challenges faced in
the region. In general, it will discuss where the GCC stands in reference to the performance
management framework discussed above. It will go through; PM goals, criteria and evaluation
methods, use of feedback and performance appraisal information and give conclusions of the
GCC PM scene.
Methodology - Danish
As in any other literature review, the focus of this paper is to review other literature
published regarding the subject; thus, the methodology includes only secondary research. To
begin with Managing Human resources in the Middle East by (Budhward & Mellahi, 2006)
provided a good basis to launch further research. The book provides a chapter by chapter review
of HR practices in the various GCC countries. Although, there was no specific information
regarding performance management in this book it provided a good valuable overview of the HR
scene in the GCC with the help of which we could make insights about the information found in
other literary sources.
4. 3
Additionally, journal articles were searched over the various academic databases through
the AUS Library Summon system. To start off there were keywords included such as ‘PMS
GCC’ and ‘Performance management in MENA’. At a failure, to collect ample valuable
information the search was then modified to include broader terms such as ‘HR practices’, ‘HR
research’, ‘performance study’, ‘performance appraisal’ and ‘assessment feedback’ alongside
geographic tags of different GCC countries. A major challenge faced during the research was to
separate benchmarking and KPI based performance related studies, to find literature specific to
PM in the HR context. On a general note, it is imperative note that there is a serious lack of
performance management literature in the region. Due to this, while discussions have been made
in the general GCC context, specific research is primarily limited to articles from the UAE and
Oman. Despite this, as mentioned in Moideenkutty, Al-Lamki & Murthy (2010); because the
Arabian Gulf countries are all share a similar culture, this makes the implications of HR practices
are quite similar throughout the region. Lastly, adding to literature review of databases,
governmental websites, online federal databases and E-PMS in the GCC have been discussed.
These were found due to either being discussed in a journal article or through a specified internet
search. Their inclusion was significant because they provide a relevant insight into PM in the
GCC.
It is a given understanding as recapped above that performance appraisal (PA) is only one
element of overall performance management (PM). Yet, it is imperative to note again that due to
the undeveloped nature of strategic HR in the GCC the differentiation between these two is not
made very clear. Due to this these terms are often wrongfully seen to be used interchangeably
and thus while citing these sources we might use them interchangeably to stay true to the source
material. Perhaps the authors have avoided using the term performance management because
proper performance management systems barely exist in the region. Thus it would make sense to
assume that they simply kept the present performance appraisals as the focus of research. It is
also important to keep in mind some abbreviations; balanced scorecard (BSC), performance
management (PM), performance management system(s) (PMS), and performance appraisal (PA).
PMRS Goals - Danish
An implication of PM research being limited to mostly PA related articles is that there is no
literature that we found specifically pertaining to performance management goals. With that
being said, the conclusions arrived to in the following section have been made on inferences we
made ourselves through relatable articles and categorized accordingly. As mentioned in the
introduction, the focus of this literary review will shine most on UAE and Oman because these
are the two countries from where published articles in the fields of management and HR were
primarily found.
An overview of the general GCC literature available on performance management goals
goes to show that most of the region’s HR is concentrated on administrative PM goals. While our
framework divides performance management goals into the categories of strategic,
5. 4
developmental or administrative we notice a clear prioritization of this in the GCC context. Most
GCC countries prioritize PM goals as administrative, strategic and developmental respectively.
The purpose why most GCC countries are conducting performance appraisal is primarily due to
administrative. Strategic goals are noted to be addressed as important in some places but not seen
in practice. Lastly, as for developmental goals there are some examples that can be classified as
developmental based PM/PA goals. Although, due to the lack of an integrated PMS/and extreme
lack of feedback to PA (discussed later), the PM scene in the GCC is quite unsuitable for
developmental purposes.
UAE
When we say the PM/PA being prioritized for administrative goals, it opens a vast
number of reasons that could be applicable to being an administrative goal. A study by Behery
and Paton (2008) to study the relationship between performance appraisal, culture and
organizational outcomes in the UAE. The findings of the study noted that performance appraisal
in the UAE context, can be used to boost employee commitment, satisfaction and retention when
employees feel like it PA is closely linked the informal organizational culture. If we consider
commitment, satisfaction, and retention as elements of administration we can conclude that the
goal of PA in this case is administrative. On the other hand, if organizational culture is a
reflection of company’s strategic values/goals then performance appraisal goals could also
reflect strategic PM goals if we try to tie PA goals with OC, as per this article.
After the first article, Behery has another publication regarding PM in GCC with Jabeen
and Parakandi in 2013. This article discusses the traditional PMS versus a contemporary
balanced scorecard system (BSC) and transition from the traditional to the new system. This
article specifically discusses the importance of strategic PMRS goals in the UAE context. It
states that the traditional PMS systems that are prevalent in the small to medium sized firms in
the UAE are accounting based, thus have the administrative goals of cutting cost structure,
handling operational budgets and increasing financial productivity (e.g. through activity based
management etc.). It states that these methods does not align strategic objectives with PMRS
goals which is imperative for an efficient PM system. The findings of the article go ahead to
discuss small to medium sized firms that have employed BSC/new PM systems understanding
the importance of strategic alignment. Although, it adds that these initiatives have been taken by
individual work units but not from the company as a whole. Thus, there is a growing awareness
for PM goals being strategically aligned, but this approach has to be applied centrally for
companies to finally achieve higher levels of performance measurement to enhance organization
performance (Behery, Jabeen & Parakandi, 2013).
Lastly, in the UAE context Al-Raisi, Amin & Tahir (2009) have published an article that
discusses the application, effectiveness and attitudes pertaining to E-PMS systems in the UAE
government sector. They cite a 2004 UN report stating that the UAE has been ranked as one of
the top performers in the willingness to become an e-performer in MENA. Moreover, this article
brings to light; administrative, strategic and to a small degree even developmental PMRS
6. 5
goals. The findings are quite relevant in terms of the strategic and administrative PMRS goals
achieved through E-PMS. According to the findings of the study, E-PMS greatly helps aligning
company objectives because it provides a decentralized system that can deliver to employees
exactly what is expected of them and enhance accountability for their actions. This sort of
efficiency in communication and information sharing enhances productivity policy making in the
government sector which also contributes to fulfilling strategic goals. Apart from strategic goals,
the enhanced accountability of employees and the bypassing of bureaucracy through an openly
communicated E-PMS system enables achievement of adminstrative goals such as; improving
service delivery, reducing corruption and retaining good talent.
If we consider retaining of good talent in term of developmental goals, this source also
states that employees reported high satisfaction with E-PMS system due to the fact that readily
provided feedback and aptly delivered what was expected of them (Al-Raisi, Amin & Tahir,
2009). This goes in line what is stated in Behery and Paton with regards to the organizational
culture in the UAE. Behery and Paton (2008) talk about Hofstede’s cultural dimensions of
‘power distance’ and ‘uncertainty avoidance’ which run high in the UAE culture. This makes the
employees of this culture to welcome the hierarchical structure and instructional authority. In
essence, it means that employees of the UAE culture ‘like being told what to do’, thus
developmental usage of PM would be welcome in the region. Despite this, we have not found
literature stating PM systems used with the goal of employee development or training except
from one small mention. Al-Raisi, Amin & Tahir (2009) make a small mention that the UAE
government uses E-PMS to enforce development and training of UAE national to reduce
dependency on expatriate population.
Sultanate of Oman
The PM literature in Oman is quite smaller in comparison to the UAE and is limited to
two main articles that we found. While one has a larger focus on HRM practices in general, the
other while focusing on PM talks specifically about PV Petroleum in Oman. We will discuss the
two articles found respectively. First to begin with Moideenkutty, Al-Lamki and Murthy (2010)
conducted research regarding the relationship between high involvement HR practices and
organizational performances. Although, the focus was HR practices in general, the authors
clearly state that one of these HR practices include highly selective training and performance
management practices. This in turn helps elaborate on the developmental based goals of PM
goals. The authors state that the current culture of the Arabian Gulf and Oman is reluctant
towards internal skill development and prefers acquiring them externally. They go on to state
that the findings of the study are encouragement for companies in Oman and the GCC at large to
pursue training/developmental goals through high involving HR practices (including
performance management practices). Moreover, this article backs up Behery and Paton (2008) on
the Hofstede’s cultural dimensions of ‘power distance’ and ‘uncertainty avoidance’. The article
states that these dimensions are shared by Oman and hierarchical structure is embraced by the
7. 6
employees; thus, as mentioned above use of PA for development would be welcomed by
employees.
. The second article by Khan (2010) recognizes performance management systems as a
congruent system instead of strategically unaligned PA. Although, the article is a case study
based on Oman’s PV Petroleum company it uses PV’s PM systems to exemplify the applications
and related challenges of a good PM system. The article elaborates strongly on strategic,
adminstrative and developmental goals of PM. It stresses the need for horizontal (across the
organizational departments) and vertical alignment (with corporate strategy) of all PM efforts.
This sort of alignment would include all three types of PMRS goals. Khan gives an example of
PV; as it boasts corporate values of
“providing reliable quality services at a competitive price, health, safety and
environmental excellence in all services, to be at the leading edge of technology,
continuous performance improvement, to sustain growth and corporate success, respect
values and expectations of all stakeholders, to provide opportunities for the growth and
self-development of all employees” (p.4).
All PM efforts are aligned to these values providing goals for the company to work and rework
their performance management efforts towards. When employees undergo appraisal they are
tested on the values mentioned above, management of the company follows a similar strategy
and even the development of the employees is aligned. This sort of horizontal and vertical
alignment is one exemplary instance of appropriate PMRS goals in the GCC.
PA Criteria and Methods - Ramzan
United Arab Emirates:
Faculty of Abu Dhabi University conducted a research study to explore the transition
from traditional performance management system (PMS) to a modern one and note the issues
related to the transition in a single enterprise classified as fast-growth small to medium enterprise
(FGSME). The research was limited to the boundaries of the United Arab Emirates and
concentrated on a single FGSME and the enterprise employees more than 16000 workers across
the nation. The research highlighted the importance of moving from financial based performance
measurement solely into more modern PMS through a design of a potential balanced scorecard
(BSC) and strategy mapping. The conventional management accounting system used
quantifiable financial data as an index to measure performance while the contemporary
accounting system used a mix of financial and non-monetary performance indicators measure
individual performance at various levels of the organization. The study found that the Balance
scorecard (BSC) program was prevailing in the company but not effectively implemented and
linked. BSCs are vital tools employed to measure and control the organizational performance
that consist of four perspectives namely financial, learning and growth, customer and internal
business process. Furthermore, BSC could be also used to develop and evaluate organization’s
8. 7
strategy and not merely performance evaluation as mentioned by the authors. The study
concluded that initiative to adoption of the new modern performance system if combined
collectively and aligned with the HR practices and overall objective and strategy of the firm can
result into better performance measurement and organizational performance. The study also
indicated that the modern system is very useful in addressing issues productivity and expansion
issues (Behery, Jabeen, & Parakandi, 2014).
Also, faculty from UAE University conducted a study to see the relationship between
self-rated performance and supervisor rated performance in the United Arab Emirates (Suliman,
2003). To do so, the researcher generated a sample of 1062 questionnaires self-administered
from 29 random organizations that were suitable for analysis among which 829 were employees
and 233 were managers. The study mentioned to have used 1-5 point likert scale in its
questionnaires and did not disclose what criteria was based on the performance evaluation
whether results or other. The results indicated a clear disparity between the perception of
employees about their performance and that of their manager’s perception. The findings in this
research indicate that employees in the UAE tend to evaluate themselves more favorably than
their immediate supervisor. Also, the study shows that the false perception that supervisor in the
UAE have a habit of underestimating their subordinates performance (Suliman, 2003).
In another study, academics from University of Dubai did a study the impact on
employee fit by performance appraisal and organizational culture and the link between them.
The criteria for the study to explore the influence of the fit in terms of outcomes of an
organization were turnover, job satisfaction and commitment. They study surveyed 200 middle
managers randomly from the chamber of commerce listing among them were 60 percent bankers,
25 percent from insurance and remaining from real estate. The study mentioned to have used
five point likert scales in the surveys issued. The survey sought to take their opinions on the
extent to which they emphasize with appraisal. The results of the study revealed that job
satisfaction may be optimistically linked to extend to which an employee consider assessment
and culture aligned and also commitment is influenced by perception of self-organizational fit by
employees (Behery & Paton, 2008).
In the UAE, the government initiated a strategy to be implemented during 2008-2010 that
consist of integrated system of performance management to receive the progress and results of
the various entities across the nation. This PM system was called ADAA. The OM system
turned to be very useful, consequently the Prime minister’s office developed ADAA which was
formerly just performance measurement system into ADAA 2.0 which shifted into performance
management system in the year 2012. This developed PM system turned to be very effective in
managing performance of the UAE public sector employees and bodies. In addition, ADAA 2.0
is the first integrated system in Arabic and is the updated version of the first Arabian PM
software. Its main purpose is to give complete support to sustain development in order to raise
efficiency and effectiveness by using the new and best practices of performance management
systems (PM magazine, 2014, p31). The official website stated that the PM system is based on
9. 8
goal achievement and a mix behavioral and competency measures to evaluate the performance of
the intended individual. However, the website does not mention what method of performance
appraisal is used to measure the criteria mentioned above (moca.gov.ae).
Sultanate of Oman
One of the largest oilfield services companies in Oman was studied to discover and
analyze the tools that are used in terms of performance management. The oilfield service
company was established in 1980’s by the name PV Petroleum which was not the actual name of
the company but pseudo one as mentioned in the article to maintain confidentiality of the
information supplied by the company. The company has a workforce of around 2000 employees
of which 80 percent consist of Omani national locals and intend to raise the Omanization bar up
to 90 percent. The aim of the company is to provide a “One-Stop-Shop” experience in terms of
oilfield services and also deliver cost effective field expansion and management (Khan, 2010).
PV petroleum initiated its performance appraisal at the introduction stage of its life cycle
when the company was new to the business of petroleum services. It used performance appraisal
tools to identify the strengths and weakness of every employee. Also, PV petroleum purpose to
use performance appraisal was to recognize the gaps prevailing in the skills and competencies of
each individual. The criteria used or the appraisal form conducted at PV is a trait based
evaluation with a combination of behavioral and result based assessment. In addition, PV
petroleum employees were evaluated individually on basis of 1-5 rating scale on the results or
overall performance in contrast to his/her work prerequisite. The performance evaluation is only
one type, i.e. paper based system in PV petroleum for all of its 2000 employees and contained
factors of appraisal such as interpersonal skills, trustworthiness, efficiency, quality, well-being
awareness, creativeness, policy obedience, improvement desires and so forth. It also contained
comment columns to permit two way feedback and employees can put their observations for
their development. However, this whole process was a mechanical one and every employee
perceived the evaluation as figurative analysis. Hence, the study concludes that PV’s
performance management system is neither aligned with the HR practices nor integrated with the
strategy of the business. And PV is not competent enough to reap the benefits of a good
performance appraisal system that help a firm attain feedback and alignment in order to reach its
desired goal (Khan, 2010)
In another study independent study, researchers from Sultan Qaboos University desired to
examine the relationship between high involvement human resources management practices and
organizational performance in Sultanate of Oman (Moideenkutty, Al-Lamki, & Murthy, 2010).
Furthermore, unlike previous research studies, this study surveyed 87 privately held
organizations selected from companies listed in the Muscat Securities Market and responses
were subjected statistical and regression analysis. The method used to measure high involvement
HRM practices was a compound measure that consisted of four components namely highly
10. 9
selective staffing, extensive training, performance management and empowerment. In terms of
measuring performance management, a total of eight items were incorporated into the survey on
1-5 likert scale. However, the study does not cite the type of performance measurement criteria
used to test the responses. The results of the statistical analysis showed that high involvement
HRM practices were positively correlated to organizational performance (Moideenkutty, Al-
Lamki, & Murthy ,2010).
In 2009, Public Authority for Electricity and Water (PAEW) in its effort to remain
committed to Oman’s strategic Water Plan, PAEW has achieved a number of mile stones.
Among them as mentioned in their official website are implementation of performance
management system, integrated computer software which records all manuals and procedures,
human resource development as well as appraisal and introducing quality management system
(PM Magazine, 2014, p34). The authority uses a mix of methodologies such as behavioral along
with goal achievement evaluation criteria but does not specifically indicate which methods are
used to evaluate the intended individuals (paew.gov.om).
Kingdom of Saudi Arabia
In KSA, the federal authority of government has Employee Performance Management
System (EPMS) that was integrated to trace the link between incentives given, training etc
against performance at work for all of its federal ministries and authorities. The criteria for
EPMS was structured on the basis of the outcome achieved through output of employee in a
specific year and the tools or procedures used to make employees complete work. That is, the
system uses objective scores or goal achievement and competency rating as basis for employee
evaluation. The performance system uses mix methodologies of BARs and rating scales for
evaluation of employees as noted from the article (PM magazine, 2014, p. 27).
Feedback & use of PA info - Abdussubhan
According to all employees and firms, feedback on specific performances is a necessity
around the world these days. This is due to the fact that training and personnel development has
developed to a large extend and the employees have more power, control over the firm than
before. Feedback is when the supervisor, employer gives a report to each employee or a group of
employees on how they have performed on particular tasks and how to improve and on what
areas they should concentrate to strengthen their weakness. Different firms have different types
of evaluation methods and types of feedback; but at the same time there are companies/ regions
that gives less priority to feedbacks and performance management feedbacks. For example in the
Middle East, according to a business website, bayt.com, 50% of the people claimed that they
never got a feedback from their employer. During our research, we found out that 46% of the
company respondents stated that performance appraisal system did not improve the performance
management of employees and the company (Hartley, 2009). Performance appraisal is a
systematic process that evaluates an employee’s performance taking some criteria and company
11. 10
objectives into consideration. According to Zureikat, 29% of employees do not receive any
performance appraisal, especially in today’s economic climate (Hartley, 2009).
United Arab Emirates
Studies now show that PA information is useless without feedback – “timely and valued
feedback is critical to success” (Behery and Paton, 2008). As we all know that feedback has
positive motivation within the organization and these level of motivation sometimes work as a
key factor within the employees and it might end up in increase in productivity. This is because
feedback and employer-employee interaction will enhance employee commitment towards the
organization. As mentioned earlier, this will only help the organization and the employees would
feel as a part of the firm and that they are responsible for the growth of the firm. In the case of
UAE culture, well to be honest not only the emirates but also the Middle East, the culture here is
very different from the westernized world and here they prioritize more on hierarchy and power.
But in the US and Europe, even the employees have the same power as the higher level
management. For example if a normal employee has a suggestion or complaint, he is able to go
straight to the head of department and convey the issue and its normal there; however in the Arab
countries like UAE, OMAN they use power and monarchy based system here. So in that case the
UAE culture would prefer feedback due to their interest in hierarchy and due to this economic
situation, at this globalized period the competition level in s very high and therefore without
these immediate changes, they won’t be able to survive. In this case of performance
management, it should be implemented across the whole organization and not only the
performance appraisal.
Sultanate of Oman
As mentioned before, performance management feedback to appraisals are very rare in GCC
countries. According to Khan (2010), Oman is more of an administrative approach which is back
desk office work on daily basis and nothing more and the decision are more centralized here so
therefore it was hard for the lower level employees to give any input of their own and out of that,
why is there a need of PA? (Khan, 2010). This is why the managers in the firms lack information
about the performance of their employees. According to Oman performance adopted is proven to
be very subjective and biased. This is when; paper works are manipulated due to certain
individuals. This is where my other point will come in place. The term “wasta’, this word a very
famous word used across Arab countries which relates to influence in firms to get jobs done
faster, or to get something that is not possible. Due to wasta, the equality will be lost in the
region and the firms working in that area. Another point researched in Oman was that the
employers prefer a collective approach and dislike face-to-face interrogations. They feel group
decision making is better than one individual taking it by himself and it’s the sake of common
good approach.
12. 11
It was found out that PV petroleum, one of the largest petroleum company in Oman, uses
just the performance appraisal as a method of performance evaluation exercise and it is just done
once a year and according to the respondents, they started that they tend to forget the report after
a while due to the fact that it is done once a year and then they don’t keep track of it. Oman
companies does not have a strategic objective and they concentrate mainly on administrative
objective rather than developmental and strategic. These mentioned objectives are performance
management system goals. Firms and what type of goal used differ the company from one
another use it. For example, most of the Middle Eastern companies use administrative goals and
not developmental and strategic. According to them performance management appraisal creates a
lot of paper work and it is a bi waste of time; this is why developmental goals cannot be implied
within this region. As I mentioned PV petroleum, even though they use PA once a year, at least
they are doing something on top of rewards and training.
Conclusion – Danish
First and foremost it is imperative to point out again that literature regarding PM
management is extremely limited. All inferences drawn in this paper are based on sources found
majorly in UAE and Oman, which are relied upon due to the culture similarity in the GCC.
While strategic HR is a growing phenomenon in the region, strategic PM is yet to be part of it to
be seen vastly in its developed form.
In essence performance management consists of PMRS goals, criteria and evaluation
methods, and effective use of feedback and PA info. Our literature review of the GCC showed
that when it comes to the PMRS goals there is an awareness of the need for strategic goals
leading the PM efforts in administration and developmental goals. Although, despite this
awareness only one company in Oman (PV Petroleum) was noted to have achieved a fully well-
rounded PM system. Other literature regarding goals is still highly administrative, ineffectively
strategically aligned (if at all) and not suitable for developmental purposes.
The criteria and evaluation methods are a reflective function of the PMRS goals. Where
clear goals are set way see appropriate movement to new PMS systems for example;
convergence from traditional PMS systems in the UAE to BSC methods to encompass strategic
PM objectives. Furthermore, surprisingly almost all articles found on PM in the region hold/state
the importance of timely and constructive feedback. Despite this, feedback and PA info is used
very inappropriately as shown in the Bayt.com research. Good examples of feedback included
PV Petroleum in Oman who use it appropriately to develop employees. Additionally, E-PMS
systems in the UAE government sector proved extremely beneficial and were welcomed by the
employees. High acceptance of constructive feedback is also a trait found commonly across the
GCC due to the shared cultured dimensions of high ‘power distance’ and ‘uncertainty avoidance’
which induces an inclination for hierarchical structure and specific orders/feedback.
Another worthy point of elaboration is vertical and horizontal alignment of PM systems.
The overview of the research shows that while PM alignment is generally lacking it is more
prevalent vertically (or at least there is awareness for vertical strategic alignment) rather than
13. 12
horizontally. As mentioned, in the UAE applied PM systems in small to medium sized
enterprises were adapted strategically by some units but not across the organization as a whole.
Other examples including E-PMS in federal organizations showed quite good vertical alignment
to strategy by having leaner e-communication but evidence of good horizontal alignment of HR
practices with PM was not seen in the UAE. The only example with vertical alignment of PM
with other HR activities and strategic alignment with corporate strategies was seen in Oman in
the case study of PV Petroleum.
All in all, it goes without saying that there is a vast void where research needs to be done
regarding the subject. A lot of the articles picked up for this literary review had their own
limitations. While some were focused on a single company others surveyed only the affluent
population of the country. A more elaborate study of application of PM and its related challenges
is called for in the countries of the Gulf Cooperation Council.
14. 13
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