The Lean Business Club's mission is to develop effective lean management tools and to empower its members and associates to succeed in business by using these tools and exchanging essential management information.
BUSINESS INCUBATION-en (Dr Atef Elshabrawy by alMaali-Dubai)atef Elshabrawy
The document outlines a proposed business incubation training program that includes 6 main programs: 1) Foundations of Sustainable Incubation Platforms, 2) How to create and operate incubation platforms for women entrepreneurs, 3) How to create and operate a technology incubator, 4) How to create and operate an accelerator, 5) How to manage a successful business incubator program, and 6) How to conduct a feasibility study to create a business incubator program. The training program will provide updates on international best practices, help develop skills through exercises and case studies, and allow participants to network and exchange experiences. Upon completion, participants will have improved knowledge of creating and managing business incubation programs.
Vii. concession and refutation (you may decide to divide this sectojas18
This document summarizes how training helps companies remain competitive. It discusses four companies - Best Buy, Valvoline, Sonic Automotive, and Dow AgroSciences - and how their training practices have helped them gain advantages in their markets. For example, Best Buy's Gravity app allows employees to access training on mobile devices, increasing sales of featured products. The document also notes how changing workplace dynamics, like new technologies and a multigenerational workforce, increase the importance of training to develop employee skills. Finally, it states that human resource management practices like training are crucial for attracting, motivating, and retaining employees.
14
This document outlines a marketing strategy and three budget proposals for Elm Tree Organics. It includes a situational analysis, objectives to improve the website and brand, and recommendations for digital, social media, and direct marketing. Three budgets ranging from €3,000 to €5,000 include costs for website design, trade show attendance, printing, and advertising. The strategies aim to increase awareness, sales and market size for Elm Tree Organics over the next year.
Unit i power point presentationcompensation direct and indirect ojas18
Direct compensation consists of pay for work performed, while indirect compensation includes benefits and perks. An HR manager is responsible for researching compensation data to develop proper pay for all positions. Websites like BLS.gov and ONetOnline.org provide salary data by occupation and location that can be benchmarked against industry averages. For an assignment, the presenter will create an 8-10 slide PowerPoint choosing a job title and location to present findings on core compensation, benefits, and how they compare to industry averages.
This inspection report provides an overall rating of "Outstanding" for Bridgeway Consulting Ltd. Key findings include:
- Bridgeway Consulting has maintained its previous rating of "Outstanding" in overall effectiveness, learner outcomes, quality of provision, and leadership and management.
- The company has expanded significantly since the previous inspection, taking on additional clients and nearly doubling its employees, while continuing to achieve outstanding learner outcomes.
- Systems and long-term planning have enabled the company to successfully respond to industry needs and meet expansion targets. Quality of training and assessment remains extremely high.
- Safety is a top priority, demonstrated through representation on industry forums and an effective incident tracking system. Learners develop
This document provides an overview and analysis of Marriott International, a leading global hospitality company. It discusses Marriott's history, operations, business segments, competitive landscape, strategies, and SWOT analysis. Key points include: Marriott operates hotels, resorts, and other lodging services worldwide; it has nearly 2,800 properties across 68 countries; and its strategies focus on customer satisfaction, acquisitions, rewards programs, and expanding into new markets like India and Africa.
The document discusses the importance of employer branding and total immersion of a company's brand within its culture and employees. It argues that skills shortages are a major challenge for employers and are increasing competition for talent. To attract the best employees, companies need to think seriously about how they distinguish themselves through their brand. An effective employer brand must be aligned with the company's broader external brand and reflected internally through its culture. For the brand to be powerful, employees must truly embody the brand in their work and advocacy. This requires collaboration between marketing and HR to immerse the entire organization in living the brand identity.
This document provides a summary of 10 trends in employer branding that the author expects to see towards 2020 based on his decade of research and experience in the field. Some of the key trends he identifies include time replacing money as the new currency for employers as work-life balance becomes increasingly important, the blending of functions across organizations as employer branding becomes a whole-business approach, and employer brands becoming truly global as companies strive for alignment across cultures and regions. The author aims to provide insights on how employer branding may evolve and ways for organizations to prepare and adapt to these changes.
BUSINESS INCUBATION-en (Dr Atef Elshabrawy by alMaali-Dubai)atef Elshabrawy
The document outlines a proposed business incubation training program that includes 6 main programs: 1) Foundations of Sustainable Incubation Platforms, 2) How to create and operate incubation platforms for women entrepreneurs, 3) How to create and operate a technology incubator, 4) How to create and operate an accelerator, 5) How to manage a successful business incubator program, and 6) How to conduct a feasibility study to create a business incubator program. The training program will provide updates on international best practices, help develop skills through exercises and case studies, and allow participants to network and exchange experiences. Upon completion, participants will have improved knowledge of creating and managing business incubation programs.
Vii. concession and refutation (you may decide to divide this sectojas18
This document summarizes how training helps companies remain competitive. It discusses four companies - Best Buy, Valvoline, Sonic Automotive, and Dow AgroSciences - and how their training practices have helped them gain advantages in their markets. For example, Best Buy's Gravity app allows employees to access training on mobile devices, increasing sales of featured products. The document also notes how changing workplace dynamics, like new technologies and a multigenerational workforce, increase the importance of training to develop employee skills. Finally, it states that human resource management practices like training are crucial for attracting, motivating, and retaining employees.
14
This document outlines a marketing strategy and three budget proposals for Elm Tree Organics. It includes a situational analysis, objectives to improve the website and brand, and recommendations for digital, social media, and direct marketing. Three budgets ranging from €3,000 to €5,000 include costs for website design, trade show attendance, printing, and advertising. The strategies aim to increase awareness, sales and market size for Elm Tree Organics over the next year.
Unit i power point presentationcompensation direct and indirect ojas18
Direct compensation consists of pay for work performed, while indirect compensation includes benefits and perks. An HR manager is responsible for researching compensation data to develop proper pay for all positions. Websites like BLS.gov and ONetOnline.org provide salary data by occupation and location that can be benchmarked against industry averages. For an assignment, the presenter will create an 8-10 slide PowerPoint choosing a job title and location to present findings on core compensation, benefits, and how they compare to industry averages.
This inspection report provides an overall rating of "Outstanding" for Bridgeway Consulting Ltd. Key findings include:
- Bridgeway Consulting has maintained its previous rating of "Outstanding" in overall effectiveness, learner outcomes, quality of provision, and leadership and management.
- The company has expanded significantly since the previous inspection, taking on additional clients and nearly doubling its employees, while continuing to achieve outstanding learner outcomes.
- Systems and long-term planning have enabled the company to successfully respond to industry needs and meet expansion targets. Quality of training and assessment remains extremely high.
- Safety is a top priority, demonstrated through representation on industry forums and an effective incident tracking system. Learners develop
This document provides an overview and analysis of Marriott International, a leading global hospitality company. It discusses Marriott's history, operations, business segments, competitive landscape, strategies, and SWOT analysis. Key points include: Marriott operates hotels, resorts, and other lodging services worldwide; it has nearly 2,800 properties across 68 countries; and its strategies focus on customer satisfaction, acquisitions, rewards programs, and expanding into new markets like India and Africa.
The document discusses the importance of employer branding and total immersion of a company's brand within its culture and employees. It argues that skills shortages are a major challenge for employers and are increasing competition for talent. To attract the best employees, companies need to think seriously about how they distinguish themselves through their brand. An effective employer brand must be aligned with the company's broader external brand and reflected internally through its culture. For the brand to be powerful, employees must truly embody the brand in their work and advocacy. This requires collaboration between marketing and HR to immerse the entire organization in living the brand identity.
This document provides a summary of 10 trends in employer branding that the author expects to see towards 2020 based on his decade of research and experience in the field. Some of the key trends he identifies include time replacing money as the new currency for employers as work-life balance becomes increasingly important, the blending of functions across organizations as employer branding becomes a whole-business approach, and employer brands becoming truly global as companies strive for alignment across cultures and regions. The author aims to provide insights on how employer branding may evolve and ways for organizations to prepare and adapt to these changes.
Philips has evolved from a consumer electronics business to a leading health technology company. This has increased demand for technical specialists like software developers and data scientists. Philips engages both permanent employees and contract/contingent workers to access different types of global talent. They have developed an "assignment value proposition" tailored for freelancers that focuses on opportunities for skills development through challenging projects. Philips aims to connect people with work in the most seamless way, whether working from home or in an office. Diversity and inclusion are also priorities, and Philips tracks all feedback to improve as an employer.
Unit 1 assignment consists of seven parts. each part will providojas18
The document describes the instructions for a 7-part unit assignment. Each part requires students to review materials on a given topic, watch videos, read articles or visit websites, and answer questions to be submitted in a Word document and posted on the relevant discussion board. Topics include whistleblowing, office theft, company perks, corporate culture and ethics at Lockheed Martin, a case study on Odwalla juice, a current events article, and replying to another student's post. Students must submit all written responses and discussion posts in one Word document and provide citations and sources for information.
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
This document is a report from Employer Brand International (EBI) on their 2014 global employer branding trends study. Some key findings include:
- HR and marketing are most commonly responsible for employer branding efforts.
- Most companies plan to maintain or increase spending on employer branding in 2014.
- Developing a clear employer brand strategy and using social media are widely seen as important to achieving talent attraction goals.
- Attracting and retaining talent, improving employer perception, and increasing applicant quality are the top benefits companies report from employer branding.
1) Global talent acquisition and retention is one of the greatest challenges for companies as talent scarcity increases worldwide. Effective global employer branding will be critical to attracting and retaining talent.
2) Cultural differences, a changing global workforce, skills mismatches, and demographic changes complicate global employer branding. Companies must account for these factors and collaborate across borders to solve talent issues.
3) Building a strong global employer brand requires dedicated global employer brand management, collaboration across borders, cultural awareness, and systems to support an integrated global talent strategy.
The document discusses employer branding and the relevance of social identity theory. It provides an overview of a study conducted through interviews with HR professionals to identify characteristics of successful and unsuccessful employer brands. Successful brands were found to be noticeable, relevant, and differentiated from competitors. Additionally, they fulfill psychological contracts with employees and allow unintended appropriation of brand values. Metrics like acceptance rates, tenure, and engagement can indicate brand attractiveness. The document also summarizes a separate study that examined how employer attractiveness and social media use relate to corporate reputation and job application intentions. It was found that innovation, psychological, and application values positively related to reputation. Social media positively related to reputation and intentions to apply. The implications are that non-monetary
Who must lead employer branding, HR, marketing or communications? This article by four times author Brett Minchington provides insights based on research findings and the employer brand leader hiring intentions of companies around the world. This topic is also addressed in the Certificate in Employer Brand Leadership, the global standard for employer brand leadership certification. Full details at www.employerbrandingcollege.com
Talent Acquisition Strategy in Supplementary Education Space - A Challengesenbhaskar
The document discusses strategies for talent acquisition in the supplementary education sector. It outlines key steps in developing an effective talent acquisition strategy, including talent planning, attracting talent through employer branding, and hiring techniques. The objective is to equip organizations with the best available talent to support growth in the competitive supplementary education market. Some of the challenges discussed are the lack of quality education and demand for test preparation coaching services in India.
This document discusses employer branding and building employer brand equity. It defines employer brand equity as the assets or liabilities linked to an employer's brand that can attract, engage, and retain talent. The key aspects that contribute to employer brand equity are: employer brand awareness, perceived employment experience, employer brand associations, and employer brand loyalty. Measuring the return on investment of employer branding initiatives is complex but can focus on understanding inputs and outputs, tracking changes in engagement and revenue over time, and identifying how changes in behaviors like engagement impact other variables like sales.
This presentation was a part of my MBA capstone project. The project was a comprehensive marketing plan for the M.J. Bowen Real Estate Development Program at Central Michigan University. The goal of the marketing plan was to assist the program in becoming a destination program for high school students.
HUMAN RESOURCE MANAGEMENT EXTERNAL AND INTERNAL ENVIRONMENT Ronit Kharade
The document discusses the various internal and external factors that influence the human resource management (HRM) environment of an organization. It describes the key external factors as the social, technological, political, legal and economic environments. The major internal factors mentioned are the organization's vision/mission, business strategy, culture, structure, and HR system. The document provides details on how each of these internal and external factors shape the HRM policies and practices of the organization.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
This document discusses considerations for developing effective learning programs for employees. It begins by outlining myths and facts about talent development, including that spending and budgeting for training are important drivers of employee engagement. Training 2-5 days per employee on average can increase employee revenue. New ways of working require new approaches to learning that leverage technologies like blended learning. Key factors for learning programs include never cutting compliance training, adapting learning to new ways of working, and using technology to enhance learning efficiency and results.
This document discusses talent acquisition and employer brand. It explains that acquiring high-skilled talent focuses on quality and brand, using recruitment tools like job fairs at top schools. For low-skilled jobs, companies prioritize costs and often outsource recruitment. While international hiring of high-skilled workers benefits developing countries through knowledge transfer, developed countries rely on immigrant labor for low-skilled jobs as locals pursue higher education. Governments control immigration levels through work visa quotas.
BUSINESS SCHOOL MAKEOVER; A INDUSTRY PERSPECTIVEIJITE
Business schools across the United States and abroad are always on a catchup mode with the industry expectations. Why business schools are not front runners in training students for industry and consulting? Authors of this article discuss this topic by first setting the expectations from the industry and then how business schools can cope up with the evolving trends. Many authors ([1], [11], [13]) have identified the skill gaps in the industry and how business schools can work towards bridging the gap. There are research reports such as [13], that identified the misconception about the business schools expectations based on a survey of business school leaders globally (excluding China and USA). In the USA, even though business schools have strived hard to create an industry pro-environment in the class rooms, the gap continues to exist. The authors of this article address the industry needs first and explore potential solutions to address the skills gap
Annamalai MBA 2nd Year Assignment Questions (2021- 2022) Solved Call 902581...palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Project report - (Human Resource) Current Recruitment Trends- A global viewAnishaKutty1
This document is a project report on contemporary trends in recruitment from a global perspective. It includes an acknowledgement section thanking the project guide and others for their support. It also includes a certificate from the guide, an undertaking by the candidate, and an outline of the contents to be included in the report. The introduction provides an overview of the importance of human resource management for organizational success and defines recruitment as the process of attracting, screening, and selecting qualified people for jobs. It discusses the need for an effective recruitment practice to attract the best talent.
BUSINESS SCHOOL MAKEOVER; A INDUSTRY PERSPECTIVEIJITE
Business schools across the United States and abroad are always on a catchup mode with the industry expectations. Why business schools are not front runners in training students for industry and consulting?
Authors of this article discuss this topic by first setting the expectations from the industry and then how business schools can cope up with the evolving trends. Many authors ([1], [11], [13]) have identified the skill gaps in the industry and how business schools can work towards bridging the gap. There are research reports such as [13], that identified the misconception about the business schools expectations based on a survey of business school leaders globally (excluding China and USA). In the USA, even
though business schools have strived hard to create an industry pro-environment in the class rooms, the gap continues to exist. The authors of this article address the industry needs first and explore potential solutions to address the skills gap.
This document provides an overview of business excellence including:
1) It defines business excellence as developing management systems and processes to improve performance and create stakeholder value.
2) It explains that business excellence models were developed based on core values and concepts found in high-performing organizations.
3) The Baldrige Criteria for Performance Excellence is presented as a widely used business excellence model consisting of seven categories to assess organizational processes and results.
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp)Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.
Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalists who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/the-kpi-cash-flow-modeling-and-projections-2021/
Philips has evolved from a consumer electronics business to a leading health technology company. This has increased demand for technical specialists like software developers and data scientists. Philips engages both permanent employees and contract/contingent workers to access different types of global talent. They have developed an "assignment value proposition" tailored for freelancers that focuses on opportunities for skills development through challenging projects. Philips aims to connect people with work in the most seamless way, whether working from home or in an office. Diversity and inclusion are also priorities, and Philips tracks all feedback to improve as an employer.
Unit 1 assignment consists of seven parts. each part will providojas18
The document describes the instructions for a 7-part unit assignment. Each part requires students to review materials on a given topic, watch videos, read articles or visit websites, and answer questions to be submitted in a Word document and posted on the relevant discussion board. Topics include whistleblowing, office theft, company perks, corporate culture and ethics at Lockheed Martin, a case study on Odwalla juice, a current events article, and replying to another student's post. Students must submit all written responses and discussion posts in one Word document and provide citations and sources for information.
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
This document is a report from Employer Brand International (EBI) on their 2014 global employer branding trends study. Some key findings include:
- HR and marketing are most commonly responsible for employer branding efforts.
- Most companies plan to maintain or increase spending on employer branding in 2014.
- Developing a clear employer brand strategy and using social media are widely seen as important to achieving talent attraction goals.
- Attracting and retaining talent, improving employer perception, and increasing applicant quality are the top benefits companies report from employer branding.
1) Global talent acquisition and retention is one of the greatest challenges for companies as talent scarcity increases worldwide. Effective global employer branding will be critical to attracting and retaining talent.
2) Cultural differences, a changing global workforce, skills mismatches, and demographic changes complicate global employer branding. Companies must account for these factors and collaborate across borders to solve talent issues.
3) Building a strong global employer brand requires dedicated global employer brand management, collaboration across borders, cultural awareness, and systems to support an integrated global talent strategy.
The document discusses employer branding and the relevance of social identity theory. It provides an overview of a study conducted through interviews with HR professionals to identify characteristics of successful and unsuccessful employer brands. Successful brands were found to be noticeable, relevant, and differentiated from competitors. Additionally, they fulfill psychological contracts with employees and allow unintended appropriation of brand values. Metrics like acceptance rates, tenure, and engagement can indicate brand attractiveness. The document also summarizes a separate study that examined how employer attractiveness and social media use relate to corporate reputation and job application intentions. It was found that innovation, psychological, and application values positively related to reputation. Social media positively related to reputation and intentions to apply. The implications are that non-monetary
Who must lead employer branding, HR, marketing or communications? This article by four times author Brett Minchington provides insights based on research findings and the employer brand leader hiring intentions of companies around the world. This topic is also addressed in the Certificate in Employer Brand Leadership, the global standard for employer brand leadership certification. Full details at www.employerbrandingcollege.com
Talent Acquisition Strategy in Supplementary Education Space - A Challengesenbhaskar
The document discusses strategies for talent acquisition in the supplementary education sector. It outlines key steps in developing an effective talent acquisition strategy, including talent planning, attracting talent through employer branding, and hiring techniques. The objective is to equip organizations with the best available talent to support growth in the competitive supplementary education market. Some of the challenges discussed are the lack of quality education and demand for test preparation coaching services in India.
This document discusses employer branding and building employer brand equity. It defines employer brand equity as the assets or liabilities linked to an employer's brand that can attract, engage, and retain talent. The key aspects that contribute to employer brand equity are: employer brand awareness, perceived employment experience, employer brand associations, and employer brand loyalty. Measuring the return on investment of employer branding initiatives is complex but can focus on understanding inputs and outputs, tracking changes in engagement and revenue over time, and identifying how changes in behaviors like engagement impact other variables like sales.
This presentation was a part of my MBA capstone project. The project was a comprehensive marketing plan for the M.J. Bowen Real Estate Development Program at Central Michigan University. The goal of the marketing plan was to assist the program in becoming a destination program for high school students.
HUMAN RESOURCE MANAGEMENT EXTERNAL AND INTERNAL ENVIRONMENT Ronit Kharade
The document discusses the various internal and external factors that influence the human resource management (HRM) environment of an organization. It describes the key external factors as the social, technological, political, legal and economic environments. The major internal factors mentioned are the organization's vision/mission, business strategy, culture, structure, and HR system. The document provides details on how each of these internal and external factors shape the HRM policies and practices of the organization.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
This document discusses considerations for developing effective learning programs for employees. It begins by outlining myths and facts about talent development, including that spending and budgeting for training are important drivers of employee engagement. Training 2-5 days per employee on average can increase employee revenue. New ways of working require new approaches to learning that leverage technologies like blended learning. Key factors for learning programs include never cutting compliance training, adapting learning to new ways of working, and using technology to enhance learning efficiency and results.
This document discusses talent acquisition and employer brand. It explains that acquiring high-skilled talent focuses on quality and brand, using recruitment tools like job fairs at top schools. For low-skilled jobs, companies prioritize costs and often outsource recruitment. While international hiring of high-skilled workers benefits developing countries through knowledge transfer, developed countries rely on immigrant labor for low-skilled jobs as locals pursue higher education. Governments control immigration levels through work visa quotas.
BUSINESS SCHOOL MAKEOVER; A INDUSTRY PERSPECTIVEIJITE
Business schools across the United States and abroad are always on a catchup mode with the industry expectations. Why business schools are not front runners in training students for industry and consulting? Authors of this article discuss this topic by first setting the expectations from the industry and then how business schools can cope up with the evolving trends. Many authors ([1], [11], [13]) have identified the skill gaps in the industry and how business schools can work towards bridging the gap. There are research reports such as [13], that identified the misconception about the business schools expectations based on a survey of business school leaders globally (excluding China and USA). In the USA, even though business schools have strived hard to create an industry pro-environment in the class rooms, the gap continues to exist. The authors of this article address the industry needs first and explore potential solutions to address the skills gap
Annamalai MBA 2nd Year Assignment Questions (2021- 2022) Solved Call 902581...palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Project report - (Human Resource) Current Recruitment Trends- A global viewAnishaKutty1
This document is a project report on contemporary trends in recruitment from a global perspective. It includes an acknowledgement section thanking the project guide and others for their support. It also includes a certificate from the guide, an undertaking by the candidate, and an outline of the contents to be included in the report. The introduction provides an overview of the importance of human resource management for organizational success and defines recruitment as the process of attracting, screening, and selecting qualified people for jobs. It discusses the need for an effective recruitment practice to attract the best talent.
BUSINESS SCHOOL MAKEOVER; A INDUSTRY PERSPECTIVEIJITE
Business schools across the United States and abroad are always on a catchup mode with the industry expectations. Why business schools are not front runners in training students for industry and consulting?
Authors of this article discuss this topic by first setting the expectations from the industry and then how business schools can cope up with the evolving trends. Many authors ([1], [11], [13]) have identified the skill gaps in the industry and how business schools can work towards bridging the gap. There are research reports such as [13], that identified the misconception about the business schools expectations based on a survey of business school leaders globally (excluding China and USA). In the USA, even
though business schools have strived hard to create an industry pro-environment in the class rooms, the gap continues to exist. The authors of this article address the industry needs first and explore potential solutions to address the skills gap.
This document provides an overview of business excellence including:
1) It defines business excellence as developing management systems and processes to improve performance and create stakeholder value.
2) It explains that business excellence models were developed based on core values and concepts found in high-performing organizations.
3) The Baldrige Criteria for Performance Excellence is presented as a widely used business excellence model consisting of seven categories to assess organizational processes and results.
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp)Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.
Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalists who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/the-kpi-cash-flow-modeling-and-projections-2021/
In this 1 hour webinar hosted by BizCentral USA, we discuss the ways to use and update your business plan to be most effective for your small business! For more information on business plans, please visit: http://bizcentralusa.com/businessplan.php
Tony Morrison outlines 21 lessons for business success based on his experience as a CEO. Some of the key lessons include:
1) Personal preparation is important to develop the necessary entrepreneurial and management skills.
2) Creating a comprehensive business plan is crucial to force thinking about challenges and document tasks.
3) Getting the right people onboard who are passionate and buy into the vision is essential.
4) Financial management and understanding is a major reason for business failure if incompetent.
5) Don't grow the business too big or fast before establishing proper support systems.
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp 2020) Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable. Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
Mohammad Wahid Abdullah Khan has over 28 years of experience working in various finance and accounting roles in Bangladesh. His work history includes positions as Chief Cost Accountant, General Manager of Accounts and Audit, Manager of Accounts and Finance, Assistant Manager of Finance and Budget, and Auditor. He has obtained over 300 certifications in areas such as financial management, business, digital literacy, and IT skills.
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2. THE LEAN BUSINESS ENGINEERING METHOD
What Will You Learn In Check Point 3?
1. Statistics about small business in the U.S.
2. What are the main reasons for small business failure?
3. What is the biggest problem about small business?
4. What is the key to your success in business?
5. Two components of the lean business engineering method
6. The prime purpose of the lean business engineering method
7. What is the lean business engineering house?
8. The benefits of the lean business engineering method
9. What is the lean business engineering process?
10. The first stage in the lean business engineering process
11. The Lean Business 2100 knowledge-based foundation.
12. The second stage in the lean business engineering process
13. Part 1.1: Lean Operational Management Analysis
14. Part 1.2: Financial Performance Analysis
15. Part 2.1: Lean Operational Management Plan
3. THE LEAN BUSINESS ENGINEERING METHOD
What Will You Learn In Check Point 3?
16. Part 2.2: Financial Performance Plan
17 Part 3: Lean Business Solutions
18. The Lean Business Engineering Method Contribution
19. For Serious Business Owners Only
20. The Latest Information Online
4. Do You Need To Know Check Point 3?
Level Your Management Level Yes Optional
1 I Am An MBA Student. V
2 I Am A Professional Manager In A Company.
V
3 I Plan To Start A One-Person Business.
V
4 We Plan To Start A Small Business Without
Employees.
V
5 I/We Plan To Start A Small Business With
Employees.
V
6 I Am A One-Person Business Owner. V
7 I Am A Small Business Owner With Employees.
V
8 We Are Small Business Owners Without
Employees.
V
9 We Are Small Business Owners With
Employees.
V
10 I Am A Management Consultant Or A CPA. V
5. Statistics About Small Business In The U.S.
According to the U.S. Small Business Administration (SBA), there
are about 27.9 million businesses in the United States and they include:
• About 21.7 small businesses without employees or micro businesses.
• About 6.2 million small to medium-sized businesses with one to 500
paid employees.
• About 20,000 large businesses with over 500 paid employees.
The U.S. Bureau Of Labor Statistics provides the following details
related to small business activities during 1994 – 2010 period:
• About 500,000 to 650,000 new business startups per year.
• About 2.5 million to 4.7 million new jobs per year created by new
business startups.
• About 70% of all small business startups fail after 12 years in
business.
According to the American Bankruptcy Institute:
• About 43,000 businesses per year filed for bankruptcy during a 1994
- 2012 period.
6. What Are The Main Reasons For Small Business Failure?
The main reasons for small business failure usually include:
• Lack of business knowledge and management experience by
business owners.
• Loss of customers due to poor value of products and services offered
by the organization.
• Insufficient working capital employed by the organization.
• Poor organizational culture adopted by business owners.
• Unprofessional management practices employed by business
owners.
• Absence of a cohesive management structure within the
organization.
• Excessive waste of human, material, and financial resources within
the organization.
• Poor communication between business owners and employees within
the organization.
• Low level of morale and motivation by employees within the
organization.
• Low level of employee productivity within the organization.
• Health problems experienced by business owners.
• Bad economy.
7. What Is The Biggest Problem About Small Business?
The biggest problem about small business is this:
The majority of people in business don't have business management
education, while the majority of people with business management
education are not in business!
What Is The Most Important Question That You Need To Ask?
The most important question that you need to ask yourself to succeed in
business is:
Do I really know enough about business management to succeed in
business in the long-term?
What Do You Need To Remember To Succeed in Business?
You must remember these three critical facts to succeed in business:
• The more you will learn today, the more you will realize how much
you did not know yesterday.
• Your business management knowledge will become the cornerstone
of your success in business.
• Time will never come back, money you can make and lose, but
knowledge will stay with you forever!
8. What Is The Key To Your Success In Business?
The key to your success in business includes the following:
• Your sense of decency and positive attitude.
• Your business knowledge and experience.
• Your entrepreneurial skills.
• Your professional knowledge and skills.
• Your ability to finance your business.
• Your flexibility in dealing with people.
• Your focus and positive energy.
• Your ability to “wear several hats” at the same time.
Are You Ready To Engineer Your Business For Success?
If you are ready to engineer your business for success then you should
be prepared to become a “Business Engineer”.
If you want to become a business engineer, you will need to learn about
the Lean Business Engineering Method.
9. Two Components Of The Lean Business Engineering Method
The Business
Engineering Method
Lean
Management
The business engineering
method provides cross-functional
management guidelines designed
to enable business people to
maximize business performance
and profitability through
Western-style business
management values, methods,
and principles.
Lean management provides
practical guidelines designed to
enable business people to
maximize the value of products
and services offered to
customers and to improve
business performance through
Japanese -style business
management values, methods,
and principles.
The Lean Business Engineering Method
Lean Business Engineering is a cross-functional method of applying
traditional Western-style management guidelines and lean
management guidelines to operational activities within any
organization to maximize the product and service value, operational
performance, and profitability. This method is at the core of the Lean
Business 2100 Management Program.
10. The Prime Purpose Of The Lean Business Engineering Method
The Lean Business Engineering Method is designed for business
people, professional managers, consultants, CPAs and students:
• To evaluate their potential for business success.
• To evaluate their personal level of business management knowledge.
• To complete their cross-functional management training.
• To evaluate their company's operational performance.
• To develop a comprehensive plan of action.
• To implement cost-effective management solutions in all major
operational areas of business activities.
The Lean Business Engineering Method
Represents A Universal Management Tool
• A Learning Tool for MBA students.
• A Management Tool for professional managers.
• A Be-Your-Own-Management-Consultant Tool for small and
medium-sized business owners.
• A Professional Management Tool for management consultants
and pro-active CPAs or management accountants.
11. What Is The Lean Business Engineering House?
The Lean Business Engineering House provides a descriptive
representation and outlines the most important elements of the Lean
Business Engineering Method.
12. The Benefits Of The Lean Business Engineering Method
• Improved personal business knowledge.
• Improved cross-functional business analysis, planning and solutions.
• Improved level of customer loyalty and increased level of repeat
business.
• Improved level of employee morale and motivation.
• Streamlined operational activities.
• Improved quality of your products and services.
• Improved value and reduced amount of waste.
• Reduced operational costs.
• Reduced inventory requirements and associated costs.
• Improved productivity and reduced turnover of employees.
• Improved communication.
• Increased productivity and profitability.
13. What Is The Lean Business Engineering Process?
The Lean Business Engineering Process is the process of
implementing the lean business engineering method and it can be
accomplished in two stages.
Two Stages In The Lean Business Engineering Process
Stage 1: Accomplish your personal objectives in business.
Stage 2: Accomplish your business objectives (for business owners
only).
The First Stage In The Lean Business Engineering Process
1. Evaluate your personal potential for business success.
2. Evaluate your personal business management knowledge.
3. Develop a plan of action to improve your personal business
management knowledge.
4. Improve your personal business management knowledge on a
continuous basis.
14. The Lean Business 2100 Management Program
Provides The Knowledge-Based Foundation
The Lean Business 2100 Management Program provides the
knowledge-based foundation for the lean business engineering
method.
This program contains Five Tutorials and 20 Check Points per
Tutorial covering five major operational management areas.
Five Tutorials Contain 100 Check Points
TUTORIAL 1
General
Management
TUTORIAL 2
Human
Resources
Management
TUTORIAL 3
Financial
Management
TUTORIAL 4
Operations
Management
TUTORIAL 5
Marketing
And Sales
Management
20
Check Points
(1-20)
20
Check Points
(21-40)
20
Check Points
(41-60)
20
Check Points
(61-80)
20
Check Points
(81-100)
15. The Second Stage In The Lean Business Engineering Process
Part 1: Lean Business Analysis
1.1 Lean Operational
Management Analysis
1.2 Financial
Performance Analysis
Part 2: Lean Business Plan
2.1 Lean Operational
Management Plan
2.2 Financial
Performance Plan
Part 3: Lean Business Solutions
3.1 Lean
General
Management
Solutions
3.2 Lean
Human
Resources
Management
Solutions
3.3 Lean
Financial
Management
Solutions
3.4 Lean
Operations
Management
Solutions
3.5 Lean
Marketing
And Sales
Management
Solution
Repeat The Above Process On An Annual Basis.
16. Part 1.1: Lean Operational Management Analysis
Lean Operational Management Analysis is designed to enable you
to complete a detailed evaluation of your company's current activities
in all operational areas and identifying strengths and weaknesses in
each area.
Key Questions Of Lean Operational Management Analysis
• How strong is our company's performance in various areas of
operational activities using traditional Western-style management
guidelines as performance evaluation benchmark?
• How strong is our company's performance in various areas of
operational activities using lean management guidelines as
performance evaluation benchmark?
Five Elements Of Lean Operational Management Analysis
Lean
General
Management
Analysis
Lean
Human
Resources
Management
Analysis
Lean
Financial
Management
Analysis
Lean
Operations
Management
Analysis
Lean
Marketing
And Sales
Management
Analysis
17. Part 1.2: Financial Performance Analysis
Financial Performance Analysis is designed to enable you to
complete a detailed financial performance evaluation of your company
activities.
Key Questions Of Financial Performance Analysis
• How is our company doing in terms of its financial performance and
results at present?
• What were our company’s financial results during the last three
years?
• What are the financial performance trends developed by our
company in the last three years?
Three Elements Of Financial Performance Analysis
Current
Financial
Analysis
Comparative
Financial
Analysis
Financial
Ratio Analysis
(Optional)
• Current balance
sheet
• Current income
statement
• Current statement
of cash flows
• Comparative
balance sheet
• Comparative
income statement
• Comparative
statement of cash
flows
Evaluation of financial
ratios related to:
• Solvency
• Profitability
• Liquidity
• Ability to manage
assets
18. Part 2.1: Lean Operational Management Plan
Lean Operational Management Plan entails developing a detailed
plan of action related to your company’s operational activities and
assigning the responsibility to each member of the management team.
Key Questions Related To Lean Operational Management Plan
• What operational tasks do we need to accomplish for maximizing
our company's performance in accordance with traditional Western-
style management guidelines and lean management guidelines?
• Who should be responsible for implementing each operational task?
• When should each operational task be completed?
Five Elements Of Lean Operational Management Plan
Lean
General
Management
Plan
Lean
Human
Resources
Management
Plan
Lean
Financial
Management
Plan
Lean
Operations
Management
Plan
Lean
Marketing
And Sales
Management
Plan
Plan A For
Check Points
1-20
Plan A For
Check Points
21-40
Plan A For
Check Points
41-60
Plan A For
Check Points
61-80
Plan A For
Check Points
81-100
19. Part 2.2: Financial Performance Plan
Financial Performance Planning entails developing a comprehensive
financial plan of your company activities for the current and next fiscal
year periods*.
The financial performance plan, or a Master Budget includes:
• Operating Budget,
• Capital Expenditure Budget
• Cash Budget.
The financial performance plan must also take into account various tax
strategies to ensure effective utilization of your company's financial
resources.
Four Elements Of The Financial Performance Plan
Operating
Budget
Capital
Expenditure
Budget
Cash
Budget
Tax
Strategies
20. Part 2.2: Financial Performance Plan
The main purpose of implementing Lean Business Solutions in all
areas of your company’s operational activities is:
• To maximize the value of your company’s products and services
offered to customers.
• To streamline all operational activities.
• To minimize waste.
• To improve overall performance efficiency.
• To reduce operational costs on a continuous basis.
Apply Lean Management Guidelines
To All Operational Activities Within Your Company
Implement
Lean
In General
Management
Activities
Implement
Lean
In Human
Resources
Management
Activities
Implement
Lean
In Financial
Management
Activities
Implement
Lean
In
Operations
Management
Activities
Implement
Lean
In Marketing
And Sales
Management
Activities
21. The Lean Business Engineering Method
Contribution To General Management
• Meaningful direction in developing strategic plans.
• Effective implementation of strategic plans.
• Comprehensive management by objectives (MBO) process.
• Improved method in developing operational plans.
• Effective implementation of operational plans.
• Comprehensive plan of management.
• Sound organizing process.
• Effective organizational structure.
• Improved communication process.
• Strong management control.
The Lean Business Engineering Method
Contribution To Human Resources Management
• A better way of treating employees.
• Effective job analysis.
• Concise job descriptions and job specifications.
• Cost-effective employee training and development.
• Improved employee motivation.
• Effective employee performance appraisal.
• Sound employee career management.
• Improved labor-management relationship.
• Improved employee safety and health.
• Effective conflict management and resolution.
22. The Lean Business Engineering Method
Contribution To Financial Management
• Improved financial management process.
• Accurate financial information.
• Effective bookkeeping process.
• Accurate financial statements.
• Effective financial performance evaluation.
• Improved budgeting process.
• Effective internal control and cash management.
• Improved control of purchases and disbursements.
• Improved inventory management.
• Accurate cost accounting.
The Lean Business Engineering Method
Contribution To Operations Management
• Improved facility design, location, and organization.
• Effective product, service, and process design and standardization.
• Effective equipment evaluation and selection.
• Improved plant layout.
• Cost-effective equipment maintenance and replacement.
• Improved operations planning.
• Improved material requirements planning.
• Effective operations control.
• Improved supply chain and material management.
• Improved total quality management.
23. The Lean Business Engineering Method
Contribution To Marketing And Sales Management
• Comprehensive target marketing.
• Effective marketing strategies.
• Effective product and pricing strategies.
• Effective promotional and distribution strategies.
• Improved direct marketing.
• Sound marketing and sales planning and budgeting process.
• Improved sales force recruitment, selection, and training.
• Effective sales organization.
• Improved sales force management and motivation.
• Effective sales performance evaluation and control.
The Lean Business Engineering Method
Contribution To Your Organization
• Improved business knowledge by your management team.
• Detailed business analysis of your company’s performance.
• Comprehensive business plan for your company’s operations.
• Cost-effective lean business solutions for your company.
• Improved value of products and services offered by your company.
• Improved customer satisfaction with your products and services.
• Improved long-term customer loyalty toward your company.
• Improved operational value stream within your company.
• Reduced and waste within your company.
• Improved process of selecting the most qualified employees.
• Improved level of management control within your company.
• Improved communication, morale, and employee motivation.
• Improved efficiency and productivity within your company.
• Improved profitability of your company and higher ROI.