The document outlines an agenda to analyze the general environment, automobile industry, competitors, and Maruti Suzuki's value chain and business strategy. It then discusses the growth of the Indian auto industry and provides an analysis of Maruti Suzuki's major competitors in India, including their market strategies. Finally, it describes key aspects of Maruti Suzuki's operations, supply chain management, technology development, and human resource management practices.
The document provides an overview of the real estate sector in India and DLF Ltd. It mentions that the year was not favorable for the real estate sector due to economic trends and tightened credit policy. Demand varied across regions with Bangalore and Kolkata seeing high supply. NCR, Chennai and Pune saw new projects due to sustained demand. The commercial segment performed well in Mumbai and Bangalore. It then provides details on the residential, commercial, retail, hospitality and SEZ spaces. The document outlines DLF's vision and various business lines. It discusses DLF's shareholding pattern and positioning in the industry as a leading player with pan-India presence.
Recruitment and selection in mahindra & mahindra111111111111111111Prashant Sharma
The document is a research report on the recruitment and selection process at Mahindra & Mahindra. It provides an overview of the company, including its leadership, board of directors, products and services. The objectives of the project are to evaluate the current recruitment and selection process, determine employee satisfaction, and assess its overall effectiveness from an employee perspective. The report also includes the recruitment and selection hierarchy, future plans of the company, and awards/achievements.
İnsan Kaynakları Yönetimi - Eğitim ve GeliştirmeOsman Nar
Eğitim, “işle ilgili yetkinliklerin çalışanlar tarafından öğrenilmesini kolaylaştırmada örgüt tarafından planlanmış çaba” olarak tanımlanabilir. Bu yetkinlikler başarılı iş performansı için çözümsel olan bilgi, beceri ve davranışları içermektedir. Eğitimin amacı; eğitim programlarının temelindeki bilgi, beceri ve davranışlara personelin sahip olmasını ve onların günlük faaliyetlerinde bunlara başvurmalarını sağlamaktır.
Management research project Maruti SuzukiPramod Patil
This document appears to be a research report submitted for a postgraduate management program. It analyzes consumer preferences for Maruti Suzuki cars in India. The report includes an index, objectives of the study, research methodology used including sample size and data collection methods, data analysis and interpretation using statistical tools like frequency distribution, crosstabs, t-tests and ANOVA. The data analysis examines factors influencing consumer preference like fuel type, attributes valued in cars, dealer expectations and offers, service center usage, banks preferred for loans, views on brand ambassadors and price perceptions. The conclusions suggest areas for Maruti Suzuki to improve based on consumer feedback.
The document outlines an agenda to analyze the general environment, automobile industry, competitors, and Maruti Suzuki's value chain and business strategy. It then discusses the growth of the Indian auto industry and provides an analysis of Maruti Suzuki's major competitors in India, including their market strategies. Finally, it describes key aspects of Maruti Suzuki's operations, supply chain management, technology development, and human resource management practices.
The document provides an overview of the real estate sector in India and DLF Ltd. It mentions that the year was not favorable for the real estate sector due to economic trends and tightened credit policy. Demand varied across regions with Bangalore and Kolkata seeing high supply. NCR, Chennai and Pune saw new projects due to sustained demand. The commercial segment performed well in Mumbai and Bangalore. It then provides details on the residential, commercial, retail, hospitality and SEZ spaces. The document outlines DLF's vision and various business lines. It discusses DLF's shareholding pattern and positioning in the industry as a leading player with pan-India presence.
Recruitment and selection in mahindra & mahindra111111111111111111Prashant Sharma
The document is a research report on the recruitment and selection process at Mahindra & Mahindra. It provides an overview of the company, including its leadership, board of directors, products and services. The objectives of the project are to evaluate the current recruitment and selection process, determine employee satisfaction, and assess its overall effectiveness from an employee perspective. The report also includes the recruitment and selection hierarchy, future plans of the company, and awards/achievements.
İnsan Kaynakları Yönetimi - Eğitim ve GeliştirmeOsman Nar
Eğitim, “işle ilgili yetkinliklerin çalışanlar tarafından öğrenilmesini kolaylaştırmada örgüt tarafından planlanmış çaba” olarak tanımlanabilir. Bu yetkinlikler başarılı iş performansı için çözümsel olan bilgi, beceri ve davranışları içermektedir. Eğitimin amacı; eğitim programlarının temelindeki bilgi, beceri ve davranışlara personelin sahip olmasını ve onların günlük faaliyetlerinde bunlara başvurmalarını sağlamaktır.
Management research project Maruti SuzukiPramod Patil
This document appears to be a research report submitted for a postgraduate management program. It analyzes consumer preferences for Maruti Suzuki cars in India. The report includes an index, objectives of the study, research methodology used including sample size and data collection methods, data analysis and interpretation using statistical tools like frequency distribution, crosstabs, t-tests and ANOVA. The data analysis examines factors influencing consumer preference like fuel type, attributes valued in cars, dealer expectations and offers, service center usage, banks preferred for loans, views on brand ambassadors and price perceptions. The conclusions suggest areas for Maruti Suzuki to improve based on consumer feedback.
Maruti Suzuki India Limited is the largest car maker in India, with its headquarters in New Delhi. It was established in 1981 as Maruti Udyog Limited and was renamed in 2007 when it became a joint venture with Suzuki. Maruti Suzuki segments its market geographically by country and urban/rural areas, demographically by age, income, and family size, and psychographically by lifestyle. It also segments behaviorally by customer benefits sought and product usage frequency. Maruti Suzuki holds around 42% of the Indian car market, followed by Hyundai at 15% and Mahindra & Mahindra at 10%.
The document summarizes a study on consumer behavior, customer satisfaction, and competitive strategy with reference to Mahindra & Mahindra tractors. Primary and secondary data were collected through questionnaires and research on various websites and publications. The analysis found that while customers were generally satisfied with Mahindra tractors' quality, power, and fuel efficiency, they were less satisfied with after-sales service and support. To improve sales, the study recommends that Mahindra focus on improving dealership experience and addressing issues like hydraulic problems and oil leaks more quickly.
Daewoo Motors was once a large automobile manufacturer, but struggled with marketing its vehicles effectively. It focused on the mid-size vehicle segment which became overcrowded with competitors. Daewoo engaged in heavy discounting which damaged its brand image. As sales declined sharply, Daewoo took on huge debts for expansion and faced financial troubles. By 2000, Daewoo Motors declared bankruptcy due to poor marketing strategies, intense competition, and large debt obligations.
This document discusses a study on trainees' perceptions of service quality at TVS Training and Services. The study aimed to identify factors that trainees perceive as affecting the quality of training and their ability to apply what they learned. 182 trainees from engineering and diploma programs participated in the study. The analysis found that trainee characteristics, training design/delivery, and work environment all impacted perceptions of service quality. Trainee motivation, the relevance of training content, trainer quality, and support in the workplace were some of the key factors identified. The study provides insights to help improve the effectiveness of training programs.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Study on Brand awareness of Mahindra & Mahindra Tractors Projects Kart
Mahindra & Mahindra is a major tractor manufacturer in India. It began operations in 1945 assembling jeeps and later expanded into tractor manufacturing in 1965 through a joint venture. Today it is focused on becoming a world leader in the tractor business. The document discusses Mahindra's history and profile, the Indian tractor market, and the role of tractors in Indian agriculture.
A project report on customer satisfaction to words after sales and services o...kARYAPPA
1. The document discusses a study on customer satisfaction of customers at an authorized Mahindra & Mahindra tractor service station in Gadag, India.
2. It provides background information on the tractor industry and Mahindra tractors' history. It also outlines the objectives, scope, and limitations of the study.
3. Primary and secondary data was collected through questionnaires to understand customer preferences, needs, and suggestions to improve service standards.
Mahindra & Mahindra (M&M) is an Indian automotive manufacturing company and part of the Mahindra Group. It was established in 1945 and is now one of India's largest vehicle manufacturers, with operations spanning utility vehicles, cars, vans, trucks, buses and defense vehicles [1]. M&M has expanded globally with branches in countries like the US, UK, and China. It is the largest tractor manufacturer in India and a leader in the utility vehicle segment with popular models like Scorpio and Bolero [2]. The company has diversified into various industries over the years and achieved several milestones in its growth [3].
Tata Motors uses performance appraisals to evaluate employees and improve organizational performance. The appraisal process involves establishing performance standards, measuring performance against those standards, and providing feedback. Most employees are satisfied with the current appraisal system, though some feel it could be improved. Performance appraisals help identify employee strengths and weaknesses, set training needs, and inform career development and promotions. They also allow Tata Motors to monitor performance standards and ensure expectations are clear.
Honda has pursued environmental technologies since its establishment. In 2009, Honda GX will be the first mass produced natural gas vehicle. Honda has reached its leading position through internal development and joint ventures. It has manufacturing advantages like just-in-time parts delivery. A new plant in Indiana and others have begun operating in 2008. Business diversification into motorcycles will support Honda in difficult markets. Honda is well-positioned to benefit from future demand for efficient vehicles and growth in developing markets. Honda's competitive advantages are its engineering design, research and development capabilities, and strong brand which should remain sustainable.
Avinash Singh Internship Project Report on Brand Marketing of Force Motors "M...Avinash Singh
A project report pepared on the basis of 2 months' training at Force Motors Ltd. explaining the channels used to make ourselves visible in the eyes of the customer, i.e. creating a Brand Image. The project involves my work as an intern at FOrce Motors, Ajmer.
Maruti Suzuki India Limited is the largest car maker in India, with its headquarters in New Delhi. It was established in 1981 as Maruti Udyog Limited and was renamed in 2007 when it became a joint venture with Suzuki. Maruti Suzuki segments its market geographically by country and urban/rural areas, demographically by age, income, and family size, and psychographically by lifestyle. It also segments behaviorally by customer benefits sought and product usage frequency. Maruti Suzuki holds around 42% of the Indian car market, followed by Hyundai at 15% and Mahindra & Mahindra at 10%.
The document summarizes a study on consumer behavior, customer satisfaction, and competitive strategy with reference to Mahindra & Mahindra tractors. Primary and secondary data were collected through questionnaires and research on various websites and publications. The analysis found that while customers were generally satisfied with Mahindra tractors' quality, power, and fuel efficiency, they were less satisfied with after-sales service and support. To improve sales, the study recommends that Mahindra focus on improving dealership experience and addressing issues like hydraulic problems and oil leaks more quickly.
Daewoo Motors was once a large automobile manufacturer, but struggled with marketing its vehicles effectively. It focused on the mid-size vehicle segment which became overcrowded with competitors. Daewoo engaged in heavy discounting which damaged its brand image. As sales declined sharply, Daewoo took on huge debts for expansion and faced financial troubles. By 2000, Daewoo Motors declared bankruptcy due to poor marketing strategies, intense competition, and large debt obligations.
This document discusses a study on trainees' perceptions of service quality at TVS Training and Services. The study aimed to identify factors that trainees perceive as affecting the quality of training and their ability to apply what they learned. 182 trainees from engineering and diploma programs participated in the study. The analysis found that trainee characteristics, training design/delivery, and work environment all impacted perceptions of service quality. Trainee motivation, the relevance of training content, trainer quality, and support in the workplace were some of the key factors identified. The study provides insights to help improve the effectiveness of training programs.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Study on Brand awareness of Mahindra & Mahindra Tractors Projects Kart
Mahindra & Mahindra is a major tractor manufacturer in India. It began operations in 1945 assembling jeeps and later expanded into tractor manufacturing in 1965 through a joint venture. Today it is focused on becoming a world leader in the tractor business. The document discusses Mahindra's history and profile, the Indian tractor market, and the role of tractors in Indian agriculture.
A project report on customer satisfaction to words after sales and services o...kARYAPPA
1. The document discusses a study on customer satisfaction of customers at an authorized Mahindra & Mahindra tractor service station in Gadag, India.
2. It provides background information on the tractor industry and Mahindra tractors' history. It also outlines the objectives, scope, and limitations of the study.
3. Primary and secondary data was collected through questionnaires to understand customer preferences, needs, and suggestions to improve service standards.
Mahindra & Mahindra (M&M) is an Indian automotive manufacturing company and part of the Mahindra Group. It was established in 1945 and is now one of India's largest vehicle manufacturers, with operations spanning utility vehicles, cars, vans, trucks, buses and defense vehicles [1]. M&M has expanded globally with branches in countries like the US, UK, and China. It is the largest tractor manufacturer in India and a leader in the utility vehicle segment with popular models like Scorpio and Bolero [2]. The company has diversified into various industries over the years and achieved several milestones in its growth [3].
Tata Motors uses performance appraisals to evaluate employees and improve organizational performance. The appraisal process involves establishing performance standards, measuring performance against those standards, and providing feedback. Most employees are satisfied with the current appraisal system, though some feel it could be improved. Performance appraisals help identify employee strengths and weaknesses, set training needs, and inform career development and promotions. They also allow Tata Motors to monitor performance standards and ensure expectations are clear.
Honda has pursued environmental technologies since its establishment. In 2009, Honda GX will be the first mass produced natural gas vehicle. Honda has reached its leading position through internal development and joint ventures. It has manufacturing advantages like just-in-time parts delivery. A new plant in Indiana and others have begun operating in 2008. Business diversification into motorcycles will support Honda in difficult markets. Honda is well-positioned to benefit from future demand for efficient vehicles and growth in developing markets. Honda's competitive advantages are its engineering design, research and development capabilities, and strong brand which should remain sustainable.
Avinash Singh Internship Project Report on Brand Marketing of Force Motors "M...Avinash Singh
A project report pepared on the basis of 2 months' training at Force Motors Ltd. explaining the channels used to make ourselves visible in the eyes of the customer, i.e. creating a Brand Image. The project involves my work as an intern at FOrce Motors, Ajmer.
Performans Yönetim Sisteminin istenilen verimli düzeyde kullanılabilmesi için dış kaynak hizmetinin alınmasının etkinliği arttırdığı gözlemlenmiştir. Değerlemede etkin olarak öne çıkan konu koordinasyon eksikliği, yönetici ve İK koordinasyonunun iyi kurulamaması olarak görülmektedir.
Firmalar kendi bünyelerine bağlı olarak kullandıkları performans değerlendirme verilerini, işe iade davalarında objektif bir değerlendirme olarak kabul edilmemektedir. Bu konuda dış kaynak hizmeti alan firmaların hazırladığı performans değerlendirme ve yönetimi dokümanlarının daha objektif bulunması sebebiyle işveren lehine kararlar alındığı gözlemlenmektedir.
İnşaat şirketlerinde ERP sistemleri ve İş Zekası uygulamaları yaygınlaşıyor. Peki sizin oyun planınız nedir? e-MOR İnşaat ERP sistemi inşaat şirketlerine özgü güçlü İş Zekası uygulamaları sunuyor.
Şirket hedeflerine ulaşabilmemiz, çalışanlarımızın performanslarına bağlı. Çalışanlarımız, becerilerini işlerinde ne kadar kullanabiliyor? Hedefe yönelik hangi düzeyde başarı sağlıyor? Yöneticiler bilmek zorunda oldukları bu soruların cevaplarını “Performans Değerlendirme” çalışmaları ile bir ölçüde alabilse de performansların en üst düzeye çıkarılması için daha fazlasına, yani “Performans Yönetimi”ne ihtiyaç var.
Bu eğitim, çalışanların performanslarını yönetebilmenin, arttırmanın, hedeflere yönlendirmenin ve başarılı sonuçlara ulaştırmanın ipuçlarını ve prensiplerini pratik yöntemler ile vermeyi amaçlıyor.
Eğitim esnasında verilecek kısa ‘kendini değerlendirme testleri’nde elde edilecek skorlar ile her katılımcı için ayrı ayrı ‘kendini geliştirme’ özel tavsiyeleri ve önerileri sunuluyor. İki gün sürecek eğitim boyunca üzerinde durulacak prensiplerin her biri, video vaka çalışmaları ve gerçek olaylara dair çözüm örnekleri ile katılımcıların zihinlerinde somutlaştırılıyor.
Rekabet ortamında fsrkı yaratan tek ayırt edici faktör insandır. Bir kurumun diğer kuruma göre önde olabilmesinin ardında da doğru işte ve doğru şartlar altında çalışan insan yatar.
Similar to Insan kaynaklari performans yonetimi (20)
1. Đnsan Kaynakları
Performans
Yönetimi
“Đnsan Kaynakları
Performans Yönetimi”
ÖZKAN
YÖNETĐM
DANIŞMANLIK
Memet Özkan
www.danismend.com
2. Đnsan Kaynakları
Performans Đnsan Kaynakları Performans Yönetimi Nedir?
Yönetimi
Ciddi iletişim
Şirket nereye Finans
al strat
ejiler
problemlerimiz
gidiyor ?
var !
Üretim stratejisi
Çalışanlar
demotive ! Atalet başladı !
Pazarlama
stratejisi
Verimsiz Hatalar var,
Hedeflerimiz
çalışıyoruz ! sorumluları
belirsiz !
yok !
Đnsan kaynakları performans Đnsan kaynakları performans
yönetimi, çalışanların hedeflerini ve yönetimi, rekabetin getirdiği
yetki-sorumluluklarını ne ölçüde sorunlarla boğuşan şirketlerde,
yerine getirdiklerini belli kriterlerle henüz kullanılmayı bekleyen önemli
ÖZKAN değerlendiren yönetim konseptidir. bir rekabet stratejisidir.
YÖNETĐM
DANIŞMANLIK
www.danismend.com
2
3. Đnsan Kaynakları Đnsan Kaynakları ve Performans Yönetiminin
Performans
Yönetimi Önemi Nedir?
Bir çok yönetici, eğer insan kaynaklarında Problem
Đş hayatında en büyük gücün var olan ortaya çıkmamış potansiyeli nasıl insanlar değildir,
çalışan arkadaşların harekete geçireceklerini bilselerdi, sistemdir.
yetkinliklerinden geldiğine kuruluşlarının verimliliğinin en az iki katına
inanırım. çıkacağını göreceklerdi. Scherkenbach
Güler Sabancı Mc Gregor
Bir şeyi Bir dönem üretimcilerin, bir
ölçemiyorsanız, dönem finansçıların, bir
anlayamazsınız. dönem pazarlamacıların
Anlayamazsanız, dönemi, oldu. Bugün iddia
kontrol edemezsiniz. ediyorum ki Đnsan
Kontrol edemezseniz, Kaynakları yöneticileri başa
geliştiremezsiniz. geçecekler.
Harrington Tuğrul Kutadgobilik
Türklerin müthiş bir yönetim becerisi
var ve gerçekten bir kişi bir kişiye Bir şirket sahip olduğu
ÖZKAN emir vermiyor, herşey kendi kendine elemanlardan ne daha iyi, ne
YÖNETĐM yürüyor. Refleks halinegelmiş. de daha kötüdür.
DANIŞMANLIK
www.danismend.com Cem Boyner Ishikawa
3
4. Đnsan Kaynakları Đnsan Kaynakları Performans Yönetimi
Performans
Yönetimi Yol Haritası Değerlendirme
teknikleri
PROJE SPONSORU
Dönemsel hedefler ve
değerlendiriciler
Đş tanımları
tanı mları
ve kişisel
kiş Performans
yetkinlikler
değerlendirme
ve sonuçlar
Đnsan kaynakları Đş hedeflerinin
departmanı önderliği
belirlenmesi
Đş analizlerinin
yapılması
Đş süreçlerinin
belirlenmesi ve
ÖZKAN
YÖNETĐM ştirilmesi Performans Yönetimi
iyile
DANIŞMANLIK
www.danismend.com
4
5. Đnsan Kaynakları
Performans Đnsan Kaynakları Performans Yönetimi unsurları
Yönetimi
Performans
Performans
yönetimi
yönetimi
Đnovasyon Kariyer
kültürü planlama
Kurum Performans
Performans
kültürü değerlendirme
değerlendirme Oryantasyon
Đş Đş
süreçleri tanımları Yedekleme
Motivasyon Đnsan
Kaynakları
Đşe alma Eğitimler
Yetkinlikler Hedefler
Đşten çıkarma Ödüller
Ücretler
ÖZKAN
YÖNETĐM
DANIŞMANLIK
www.danismend.com
5
6. Đnsan Kaynakları
Performans Proje sonunda kazanacaklarınız neler?
Yönetimi
Performans sonuçlarına odaklı iş yapma kültürü
Azalan iletişimsizlik ve atalet, artan dinamizm ve verimlilik…
Azalan bireysellikler, hedefe yönelik çalışan ekipler
Gerçekçi hedefler, çalışanlarda artan motivasyon
Đnsan kaynakları uygulamalarında bütünsellik ve entegrasyon
Şeffaf yönetim politikaları ve gelişen kurum kültürü
Çalışanlar nezdinde cazibe merkezi haline gelen şirket
ÖZKAN
YÖNETĐM Çalışanlarla ilgili doğru kararların, hızlı bir şekilde alınabilmesi
DANIŞMANLIK
www.danismend.com
6
7. Đnsan Kaynakları
Performans Neden Yönetim Danışmanlığı Almalısınız?
Yönetimi
1 2 3
Türkiye’de KOBI’lerin Çağımız, uzmanlaşma
Sadece eğitim almak çağıdır. Nasıl ki
oranı yüksek seviyede tek başına başarılı iş
(%99) olmasına hastalandığınızda
sonuçlarını doktora, mali sorunlarda
rağmen “profesyonel garantilemez.
yönetim teknikleri” ile mali müşavire, hukuki
Eğitimlerin, sorunlarda avukata
ilgili bilgi ve konusunda deneyimli
deneyimler büyük gidiyorsanız, işletmenin
ve uzman profesyonel yönetimi ile
şirketlerde toplanmış danışmanlar
durumdadır. KOBI ilgili konularda da uzman
tarafından bizzat ve deneyimli
yöneticileri ve yürütülen projelerle
sahipleri, bu bilgi danışmanlara
şirket içinde hayata başvurmalısınız. Yönetim
birikimine en geçirilmesi gerekiyor.
ekonomik biçimde, danışmanlık disiplini gün
Danışmanlık, işletme geçtikçe detayları artan,
ancak dışarıdan yönetimi ile birlikte
alınacak proje bazlı literatürde daha çok yer
ÖZKAN “elini taşın altına
YÖNETĐM danışmanlıklarla sahip alan ve uzmanlığa ihtiyaç
DANIŞMANLIK
sokmak”tır. duyan konulardandır.
olabilirler.
www.danismend.com
7
8. Đnsan Kaynakları Özkan Yönetim Danışmanlık
Performans
Yönetimi
(Memet Özkan) kimdir?
• Sektör deneyimleri
• Özkan Yönetim Danışmanlık firmasının kurucusu Memet Özkan, 9 Eylül
Üniversitesi ĐĐBF Kamu Yönetimi bölümü 1986 mezunudur. 1988 yılından bu
yana Ege Đhracatçı Birlikleri, Vestel Elektronik, Ege Endüstri, Vestelkom,
Vestel Beyaz Eşya, Zorlu Linen, T-Systems Türkiye, IAS, EDAK, Ege Pres,
KOBIDER, KESIAD, TOSBI, BTM, Norm Cıvata, Eko Depar, Nora vd.
şti’lerde yöneticilikten danışmanlığa kadar değişik pozisyonlarda çalışmıştır.
• Başarı öyküleri
• 2001 yılında KALDER'den "Sivil Toplum Kuruluşlarında Etkin Yönetim"
konusunda mansiyon ödülü, Đnsan kaynakları zirvesinde şirketiyle beraber
“Performans Yönetimi” ödülü almış, çok sayıda ERP-CRM projesinin ve
Tübitak ARGE desteği kazanan bir projenin yöneticiliğini yapmıştır. ERP
üzerine yazılmış bir kitapçığı ve işletme-yönetim konularında yayınlanmış
sayısı 200’ün üzerinde makalesi vardır.
• Güncel
• Halen EBSO (Ege Bölgesi Sanayi Odası)’da bilişim danışmanı, MPM (Milli
Prodüktivite Merkezi)nde dış danışman ve TSE Standart Dergisi sürekli köşe
ÖZKAN yazarıdır. ERP, CRM, Pazarlama Yönetimi, Đnsan Kaynakları Performans
YÖNETĐM Yönetimi ve Kurumsallaşma (yeniden yapılanma) konularında danışmanlık
DANIŞMANLIK ve eğitim çalışmalarını sürdürmektedir.
www.danismend.com
8
9. Đnsan Kaynakları
Performans Đnsan Kaynakları Performans Yönetimi
Yönetimi
TEŞEKKÜR EDERĐZ
www.danismend.com
bilgi@danismend.com
ÖZKAN
YÖNETĐM
DANIŞMANLIK
www.danismend.com
9