Management and organisation - BAF
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The document defines organization as a structure that groups people to achieve defined objectives. An organization is like an organism made of interrelated parts working as a whole. Louis Allen described organization as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable effective teamwork toward objectives. The organizational structure arranges positions and develops managers to assign tasks, coordinate activities, and attain goals, which is often displayed visually in an organizational chart.
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Organisational development 1
This document discusses organizational development. It defines an organization as a collection of people working together to achieve goals. There are two types of organizations: formal and informal. A formal organization is deliberately designed by management with well-defined jobs and reporting structures. An informal organization originates spontaneously through personal interactions and establishes group norms. Organizational development aims to increase an organization's relevance and viability through planned change efforts led by managers. It involves understanding factors that influence human behavior like motivation, leadership, culture and environment.
Challenges of organizational designs
This document discusses organizational structure and design. It addresses key considerations for building an organizational structure like job design, departmentation, span of control, and delegation of authority. It also describes Galbraith's star model of organizational design and characteristics of effective design. The document outlines challenges of organizational designs and discusses vertical and horizontal differentiation. It compares centralization versus decentralization and mechanistic versus organic structures. Effective organizational structure is based on interlocking roles and balancing formal and informal authority and control.
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This document discusses key concepts in organizational structure and design. It defines differentiation as the process of allocating people and resources to tasks and establishing relationships to achieve goals. As organizations grow in size and complexity, managers must decide how to control and coordinate activities through differentiation. The challenges are managing differentiation to achieve goals and balancing specialization with integration to promote cooperation. Other concepts covered include centralization versus decentralization of decision-making, standardization versus mutual adjustment of behaviors, and mechanistic versus organic structures.
Organisation
The document discusses the concepts of organizing and organizational design. It defines organizing as the process of arranging work, authority, and resources to achieve organizational goals. The key aspects of organizing include grouping activities, assigning duties, and delegating authority. Organizational design is the process of constructing an organization's structure to achieve its goals. It involves identifying activities, dividing work, coordinating parts, and integrating elements to support the organization. The document also outlines several processes and dimensions that are important to organizational design.
Organising
Organizing refers to defining activities, grouping them into departments, and establishing relationships and authority within an organization to achieve its objectives. The key aspects of organizing include determining objectives, listing and grouping activities into departments, determining positions, delegating authority and responsibility, and establishing relationships between people. An organization's structure is based on its span of control, or the number of employees a manager can supervise. A wider span of control creates a flatter structure that is less expensive, while a narrower span creates a steeper, more costly structure with more management layers. Factors like the nature of work and decentralization affect the optimal span of control.
Administration. and Organization
Administration can be defined as the activities of groups cooperating to accomplish common goals. Key elements include cooperation, division of labor, and an authority structure. Organization is the establishment of structured relations among members to facilitate goal accomplishment. Formal organizations are deliberately created by human decisions to achieve predetermined goals. They use money and other resources, and select qualified members for specific roles according to rules and regulations. Organization can also be viewed as a system, with interrelated elements in an orderly pattern that may relate to other systems. While administration and management generally mean the same thing, administration refers more to public organizations which have differences from private organizations.
Organization
This document discusses key concepts in organizational structure and design. It defines organizing as identifying and grouping organizational activities, delegating responsibilities and authority, and establishing relationships among people. The goals of organizational structure are to divide activities among subunits and coordinate/control them to achieve organizational aims. Key principles of organizational design discussed include objectives, work specialization, span of control, unity of command, delegation, responsibility, authority, and balance. Organization structure refers to the formal system of tasks, reporting relationships, and controls that allow employees to work together achieving goals.
Organaisation structure
This document summarizes three common types of organizational structures: tall/centralized, flat/decentralized, and matrix.
A tall/centralized structure has many management levels with strict chains of command, allowing for close supervision but slowing communication and decision making. A flat/decentralized structure empowers employees with fewer management levels, enabling faster actions but potentially losing control. A matrix structure groups employees by both function and project, providing flexibility but also potential conflicts from dual reporting relationships.
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Challenges of organizational designs
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Organisation
The document discusses the concepts of organizing and organizational design. It defines organizing as the process of arranging work, authority, and resources to achieve organizational goals. The key aspects of organizing include grouping activities, assigning duties, and delegating authority. Organizational design is the process of constructing an organization's structure to achieve its goals. It involves identifying activities, dividing work, coordinating parts, and integrating elements to support the organization. The document also outlines several processes and dimensions that are important to organizational design.
Organising
Organizing refers to defining activities, grouping them into departments, and establishing relationships and authority within an organization to achieve its objectives. The key aspects of organizing include determining objectives, listing and grouping activities into departments, determining positions, delegating authority and responsibility, and establishing relationships between people. An organization's structure is based on its span of control, or the number of employees a manager can supervise. A wider span of control creates a flatter structure that is less expensive, while a narrower span creates a steeper, more costly structure with more management layers. Factors like the nature of work and decentralization affect the optimal span of control.
Administration. and Organization
Administration can be defined as the activities of groups cooperating to accomplish common goals. Key elements include cooperation, division of labor, and an authority structure. Organization is the establishment of structured relations among members to facilitate goal accomplishment. Formal organizations are deliberately created by human decisions to achieve predetermined goals. They use money and other resources, and select qualified members for specific roles according to rules and regulations. Organization can also be viewed as a system, with interrelated elements in an orderly pattern that may relate to other systems. While administration and management generally mean the same thing, administration refers more to public organizations which have differences from private organizations.
Organization
This document discusses key concepts in organizational structure and design. It defines organizing as identifying and grouping organizational activities, delegating responsibilities and authority, and establishing relationships among people. The goals of organizational structure are to divide activities among subunits and coordinate/control them to achieve organizational aims. Key principles of organizational design discussed include objectives, work specialization, span of control, unity of command, delegation, responsibility, authority, and balance. Organization structure refers to the formal system of tasks, reporting relationships, and controls that allow employees to work together achieving goals.
Organaisation structure
This document summarizes three common types of organizational structures: tall/centralized, flat/decentralized, and matrix.
A tall/centralized structure has many management levels with strict chains of command, allowing for close supervision but slowing communication and decision making. A flat/decentralized structure empowers employees with fewer management levels, enabling faster actions but potentially losing control. A matrix structure groups employees by both function and project, providing flexibility but also potential conflicts from dual reporting relationships.
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This document discusses organizational structures and concepts. It defines an organization as a social group designed to achieve goals through establishing relationships among people. The key points made are:
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- There are formal and informal relationships in an organization. Formal relationships are defined by the organizational chart while informal relationships are social with blurred lines of authority.
- Common organizational structures discussed include line, functional, line and staff, committee, matrix, virtual, and cellular structures. Each has different ways of grouping tasks and defining roles.
- Establishing an effective organizational structure is important for coordin
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Formal and informal org
The document defines and describes the key characteristics of a formal organization. A formal organization refers to the consciously designed work groups and structures established by top management to maximize efficiency and achieve goals. It has clearly defined lines of authority, responsibility, communication channels, and job roles. The objectives are achieved through a rational division of labor, specialization, and adherence to rules and a chain of command rather than individual preferences.
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Organization Theory & Design
The document discusses various types of organizational structures including functional, divisional, matrix, and network structures. It provides details on each structure type, including their advantages and disadvantages. For example, it explains that a functional structure groups people based on expertise, while a divisional structure groups them according to products, markets, or customers. A matrix structure allows dual grouping by function and product.
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Organizing refers to how resources are deployed to achieve strategic goals through division of labor, formal lines of authority, and coordination mechanisms. Authority is the legitimate right of managers to make decisions and issue orders in order to allocate resources to desired organizational outcomes. There are different types of authority including line authority over subordinates, staff authority in specialized areas, and functional authority within a function. Responsibility is the duty to perform assigned tasks, and managers are given authority commensurate with responsibility. Accountability ensures authority and responsibility are aligned through reporting and justifying outcomes. Delegation allows managers to transfer authority and responsibility using techniques like thorough instructions, feedback, evaluation, and selecting the right person. The chain of command shows reporting lines through an
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- The purpose of organizational structures to define relationships and reporting hierarchies.
- Formal vs informal structures, with formal being planned and informal arising spontaneously.
- Concepts like span of control, departmentalization by function, and matrix structures.
- The organizing process of identifying activities and classifying them into departments.
- Centralization vs decentralization of decision making within an organization.
Organizing
1) Organizing is the process by which managers establish relationships among employees to achieve organizational goals. It involves determining activities, classifying and grouping activities, assigning work and resources, and evaluating results.
2) Organizations have a distinct purpose, are composed of people, and have a deliberate structure. Formal organizations have a classical hierarchical structure where roles, responsibilities, and lines of command are clearly defined. Informal organizations arise spontaneously through personal relationships.
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Organizational structure refers to how job tasks are formally divided, grouped and coordinated within a company. The document discusses several types of organizational structures including pre-bureaucratic, bureaucratic and post-bureaucratic structures. Pre-bureaucratic structures are common in small companies and involve centralized decision making. Bureaucratic structures involve standardized tasks and a hierarchical structure. Post-bureaucratic structures aim to move away from rigid hierarchies through approaches like consensus-based decision making, empowering employees, and fostering adaptation.
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Management notes.pdf
The document discusses organization and defines it as a collection of people working together to achieve common goals. It discusses how organization involves dividing work, coordinating people, and establishing relationships and authority. Organization is seen as the process of structuring work and responsibilities to facilitate goal attainment. There are two main types of organization - formal and informal. Formal organization refers to the official rules and hierarchies that define relationships and responsibilities. Informal organization refers to the unofficial social relationships that form between people. The document provides details on both types of organization, their advantages and disadvantages.
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This document discusses organizational structures and concepts. It defines an organization as a social group designed to achieve goals through establishing relationships among people. The key points made are:
- Organizational structure enables members to understand responsibilities and avoids duplication of efforts. It establishes lines of authority, accountability, and channels of communication.
- There are formal and informal relationships in an organization. Formal relationships are defined by the organizational chart while informal relationships are social with blurred lines of authority.
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Organizational structure defines how tasks are divided and coordinated within a company. There are four main types of organizational structures: functional, divisional, matrix, and project-based. Key elements that make up organizational structure include work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Together these determine how decisions are made and tasks are assigned within a company.
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The document outlines the steps in organizing work: first, dividing total work into specific activities and grouping activities into jobs requiring similar tasks; second, combining related jobs into departments or sections to group activities; third, creating an authority relationship among job holders by arranging positions in a hierarchy with defined roles. Coordination of activities and departments is also important to ensure work contributes rather than conflicts.
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The document defines and describes the key characteristics of a formal organization. A formal organization refers to the consciously designed work groups and structures established by top management to maximize efficiency and achieve goals. It has clearly defined lines of authority, responsibility, communication channels, and job roles. The objectives are achieved through a rational division of labor, specialization, and adherence to rules and a chain of command rather than individual preferences.
Chapter 03 organization and organizing
1. The document discusses key concepts related to organizing, including defining organization, characteristics of organizations, organizational theories, vision, mission, objectives, management by objectives process, organizing function, organizing process, and principles of organizing.
2. It also covers purposes of organizing, organizational structure, types of organizational structure, elements of organizational structure, corporate restructuring, and staffing.
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The document discusses various types of organizational structures including functional, divisional, matrix, and network structures. It provides details on each structure type, including their advantages and disadvantages. For example, it explains that a functional structure groups people based on expertise, while a divisional structure groups them according to products, markets, or customers. A matrix structure allows dual grouping by function and product.
AUTORITY
Organizing refers to how resources are deployed to achieve strategic goals through division of labor, formal lines of authority, and coordination mechanisms. Authority is the legitimate right of managers to make decisions and issue orders in order to allocate resources to desired organizational outcomes. There are different types of authority including line authority over subordinates, staff authority in specialized areas, and functional authority within a function. Responsibility is the duty to perform assigned tasks, and managers are given authority commensurate with responsibility. Accountability ensures authority and responsibility are aligned through reporting and justifying outcomes. Delegation allows managers to transfer authority and responsibility using techniques like thorough instructions, feedback, evaluation, and selecting the right person. The chain of command shows reporting lines through an
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The scope of school organising is very vast. It includes; efficiency of the institution, securing benefits of the school through practical measures, clarification of the functions of the school, coordination of the educational programmes, sound educational planning, good direction, efficient and systematic execution. This presentation seeks to give a comprehensive definition of organising and discuss the rationale for organising having defined some key terms. Which will include 1.Allocation of responsibilities. 2. Accountability 3. Establishing clear channels of communication 4. Resource deployment . Organising helps managers to deploy resources meaningfully. 5. The principle of synergy enhances the effectiveness and quality of the work performed. 6. Division of work . Departmentalisation and Coordination.
Organizations and Project Management
This document discusses key concepts related to organizations and project management, including:
- Organizational structure and culture, and how they relate to relationships, roles, and communication within an organization.
- Systems thinking and how analyzing a problem in terms of interacting components can help address organizational issues.
- Different types of organizational structures like functional, project-based, and matrix structures.
- Elements that shape organizational culture like symbols, language, behaviors, and underlying assumptions.
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The document discusses key concepts in organizing, including:
- Chain of command principles regarding authority and responsibility.
- The purpose of organizational structures to define relationships and reporting hierarchies.
- Formal vs informal structures, with formal being planned and informal arising spontaneously.
- Concepts like span of control, departmentalization by function, and matrix structures.
- The organizing process of identifying activities and classifying them into departments.
- Centralization vs decentralization of decision making within an organization.
Organizing
1) Organizing is the process by which managers establish relationships among employees to achieve organizational goals. It involves determining activities, classifying and grouping activities, assigning work and resources, and evaluating results.
2) Organizations have a distinct purpose, are composed of people, and have a deliberate structure. Formal organizations have a classical hierarchical structure where roles, responsibilities, and lines of command are clearly defined. Informal organizations arise spontaneously through personal relationships.
3) The span of control refers to the number of employees a manager can effectively supervise, which is affected by factors like the manager and employee's skills, work characteristics, task complexity, and physical proximity.
Organizational structure
Organizational structure refers to how job tasks are formally divided, grouped and coordinated within a company. The document discusses several types of organizational structures including pre-bureaucratic, bureaucratic and post-bureaucratic structures. Pre-bureaucratic structures are common in small companies and involve centralized decision making. Bureaucratic structures involve standardized tasks and a hierarchical structure. Post-bureaucratic structures aim to move away from rigid hierarchies through approaches like consensus-based decision making, empowering employees, and fostering adaptation.
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Organizing involves bringing structure and order to activities, resources, and relationships within an organization to achieve goals. It involves dividing work into jobs and grouping jobs into departments. The key steps in organizing are dividing work, grouping jobs into departments, establishing authority relationships, and coordinating activities. An important part of organizing is establishing a structure that includes job design, departmentation, span of control, and delegation of authority.
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This document provides an overview of organizing and staffing as part of a management and entrepreneurship course. It discusses key concepts related to organization including definitions of organization, the nature and purpose of organization, principles of organization, and types of organization structures. Specifically, it describes the line organization structure and its merits and demerits. The document is intended to educate readers on fundamental aspects of organizing within management.
Management
The document discusses various aspects of planning as the primary function of management. It provides a 3-step process for good planning: identifying goals, determining how to achieve goals, and allocating resources. It also outlines a framework for planning that involves defining the present situation, establishing goals and objectives, developing action plans, budgets, implementation, and control. Contingency plans are suggested in case original plans cannot be implemented. Operating plans, policies, procedures, and rules are described as vehicles to implement strategic plans into action.
organizational behavior and human relations.pptx
It refers a formal configuration between an individual and the group with respect to the allocation of tasks, responsibilities and authority with an organisation.
SIP_Report(03).pdf
This report is on the Organization study of ThinkNext Technologies Pvt Ltd, so basically it offers online/offline training programs you can grab this opportunity this is the first copy of the report. I am a student of management. If you do this, don't copy everything you add to your points.
Principles of Management Chapter 4 Organizing
This chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
Organizing
Organizing involves dividing work into activities and groups, assigning responsibilities, and coordinating efforts to achieve goals. Key aspects of organizing include:
- Dividing work through departments and specialization so individuals gain expertise.
- Coordinating interdependent roles to complete work flowing from one person to the next.
- Establishing authority and responsibility relationships through a management hierarchy with clear reporting lines.
The organizing process involves determining objectives, dividing activities, assigning duties, and delegating authority. An organization structure illustrates these relationships through positions and reporting lines on an organizational chart. Both formal and informal organization structures guide how work gets done through defined and emergent relationships.
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Educationmangementpowerpoint 111021010450-phpapp02
Educationmangementpowerpoint 111021010450-phpapp02
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Presentation on Horizontal and Vertical Communication
This document discusses different types of corporate communication: horizontal, downward, and upward. Horizontal communication occurs between peers or coworkers and aims to coordinate functions, share information, solve problems, and resolve conflicts, but can be hindered by increased specialization, lack of recognition, suppression of differences, and ego clashes. Downward communication involves information flowing from top leadership down through managers to employees, allowing for organizational discipline, efficiency, and goal communication, but can lead to distortion, slowness, low morale, and lack of motivation. Upward communication comprises information moving from employees to managers and directors, enabling feedback but potentially facing issues with attitudes, skipping ranks, and organizational structure.
E-Commerce and M-Commerce - BAF
This document defines e-commerce as shopping online using the internet. It discusses the different types of e-commerce transactions including business to consumer, business to business, and consumer to consumer. The document also defines m-commerce as electronic commerce capabilities delivered directly to consumers via wireless technology. Finally, it outlines the key components of infrastructure that support e-commerce such as energy, transportation, banking, communication services, and labor supply.
Organic farming - BAF
Organic farming is a method of agriculture that uses organic fertilizers and biological pest control rather than chemical pesticides and fertilizers. It aims to improve soil health, conserve water, and provide habitats for wildlife while remaining low-cost, profitable, and environmentally sustainable. Organic farming also produces food that is considered more natural, healthy, and safe.
Bank assurance - BAF
Bank assurance refers to a bank acting as a guarantor for commercial and non-commercial transactions, providing an important function in letter of credit transactions and export financing. Banks must verify that clients are account holders before acting as a guarantor and providing status inquiry reports on creditworthiness or standing as a guarantor for dealings with government departments.
Marketing of services - BAF
This document discusses service marketing and defines key terms. It notes that the service sector consists of service industries and self-employed professionals that provide services like water, gas, electricity, transportation and more. The American Marketing Association defines a service as activities, benefits or satisfaction offered for sale or in connection with goods. The document outlines features of service marketing such as perishability, intangibility, inseparability from production and customers, heterogeneity, changing demand, and lack of ownership. It also lists strategies for service firms like developing customer relationships, using the internet, and holistically marketing services.
Commercial terms - BAF
The document discusses four economic concepts introduced in India in 1991: privatization, which involves transferring state-owned enterprises to private ownership; liberalization, which removed licenses, permits and regulations to allow a free market; outsourcing, which involves obtaining goods and services externally to enjoy lower costs and flexibility; and innovation, which is the process of developing new products and processes for consumers to adopt.
Air pollution module 3 (Effects and Control) - BAF
The document discusses various effects of air pollution on human health and vegetation. It notes that air pollution can cause both acute and chronic health effects in humans. High-risk groups like the elderly and children are more susceptible. Both gaseous and particulate pollutants can negatively impact the lungs. The document also discusses several methods for controlling air pollutant emissions from stationary sources, including particulate control devices like cyclones and baghouses, as well as technologies for controlling gaseous pollutants like absorption, adsorption, condensation, and incineration.
RTI Act (Right To Information)
The Right to Information Act was passed in 2005 to replace the Freedom of Information Act of 2002. It aims to promote transparency and accountability in governance by giving citizens the right to access information held by public authorities. This allows people to inspect documents, take notes, and obtain information to understand how the government functions and encourage participation in democracy. The RTI applies to all bodies constituted under the Constitution or created by legislation and funded by the government. Citizens can now seek information from public offices, universities, public sector companies, and statutory authorities to scrutinize their work and address issues like corruption.
Business ethics - BAF 2
Business ethics has become a greater public concern over the past few decades. There are many ethical issues that can arise in business relationships between employees, employers, customers, shareholders, and the community. While business ethics were once considered acceptable, societal norms have changed so that some practices are no longer viewed as ethical. There are descriptive and normative approaches to business ethics, and ethical standards may exceed legal minimums. Managers can take one of three approaches: immoral management that disregards ethics, moral management that conforms to high ethical standards, or amoral management that is unintentionally or intentionally careless about ethics.
Business ethics - BAF
The document discusses Indian values and ethics, as well as concepts like total quality management from an Indian perspective. It provides definitions of ethics and different views on ethics like utilitarianism. It also covers Indian models of management, parameters like delegation of authority, and concepts such as work ethos and heritage views on production and consumption. Total quality management principles including continuous improvement and customer orientation are explained.
Retailing - BAF
This document defines retailing, wholesaling, and logistics. Retailing involves selling goods directly to consumers for personal use and includes activities like assembling, storing, packing, advertising, selling, and granting credit. There are different levels of retailers from self-service to full service. Retail management decisions include targeting markets, product mix, store image, pricing, promotion, and place. Wholesaling involves selling goods to businesses for resale and includes assembling, warehousing, transporting, financing, risk bearing, grading, packing, advertising, selling, and providing market information and services. Logistics involves planning and controlling the flow of materials and goods from origin to use to meet customer needs profitably and includes functions like
Indian Ethos and Values (Business Ethics) - BAF
The document discusses Indian ethics and values, as well as total quality management from an Indian perspective. It defines ethics and different views on ethics. It also discusses Indian models of management in socio-political environments. It then covers Indian heritage perspectives on production, consumption, and other economic activities. Finally, it outlines the principles and guiding factors of total quality management from an Indian insight.
Cooperative Companies (Cooperatives) - BAF
This document discusses the concept, definitions, principles, objectives, characteristics, types and formation process of cooperatives. It defines cooperation as people voluntarily working together to achieve common economic goals. The key principles include democratic member control, member economic participation, autonomy and independence. Cooperatives can be classified based on their objectives like agricultural marketing, banking, housing etc. or their legal structure. The document outlines the registration process and requirements for cooperative societies under the law.
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This document discusses different types of co-operative banks and societies in India. It describes urban co-operative banks that cater to credit needs in urban areas, and credit co-operative societies that are generally confined to a small area like a village and emphasize a person's character. It also outlines the objectives and functions of employees' co-operative credit societies and housing co-operative societies. Finally, it lists different types of co-operatives and some common problems faced by co-operatives like lack of finance and increasing costs.
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Causes and Effects of Unemployment - BAF
Unemployment refers to people who are available and willing to work but do not have paid employment. There are several causes of unemployment including recessions which cause companies to downsize or move abroad, reduced demand for goods and services, low wages, automation and new technologies, and seasonal variations in work. Unemployment negatively impacts individuals, families, and society. For individuals, it can result in loss of income and status, social isolation, health problems like depression, and a sense of guilt. Families of the unemployed may experience declines in living standards, poverty, strained relationships, and children suffering emotionally. At a societal level, unemployment is associated with increased anti-social behavior, costs to the state in social welfare,
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This document discusses the social responsibility of business. It defines social responsibility as the obligations of businesses towards social groups according to Howard Bowen, and as understanding public consensus and cooperating to achieve it according to George Steiner. The need for social responsibility is to avoid excessive government interference, misuse of natural resources, class conflicts, and to establish a better public image and long term self-interest. Factors that have grown social responsibility include increasing expectations from social groups and the desire for a positive social image.
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This chapter discusses corporate social responsibility and related concepts. It defines corporate social responsibility as consisting of economic, legal, ethical and discretionary responsibilities. It differentiates social responsibility, which is about obligations, from social responsiveness, which is about taking action. Corporate social performance refers to the outcomes and results of corporate social activities. The chapter outlines the historical development of corporate social responsibility and provides arguments both for and against it. It also discusses the relationships between social performance and financial performance.
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This document discusses perspectives on best practices of sustainable corporate responsibility. It defines CSR and identifies drivers such as values, strategy, and public pressure. Key components of CSR best practices include strategic partnerships, stakeholder engagement, and public sector support. Examples provided are Starbucks' partnership with Conservation International to promote sustainable coffee farming, and Statoil's human rights-focused CSR program developed after issues in Venezuela.
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一比一原版(RMIT毕业证)皇家墨尔本理工大学毕业证如何办理
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本公司还可以按照客户原版印刷制作且能够达到客户理想的要求。有需要办理证件的客户请联系我们在线客服中心微信：95270640 或咨询在线父亲的家很狭小除了一张单人床和一张小方桌几乎没有多余的空间山娃一下子就联想起学校的男小便处山娃很想笑却怎么也笑不出来山娃很迷惑父亲的家除了一扇小铁门连窗户也没有墓穴一般阴森森有些骇人父亲的城也便成了山娃的城父亲的家也便成了山娃的家父亲让山娃呆在屋里做作业看电视最多只能在门口透透气不能跟陌生人搭腔更不能乱跑一怕迷路二怕拐子拐人山娃很惊惧去年村里的田鸡就因为跟父亲进城一不小心被人拐跑了至今不见踪影害不
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1：1制作加拿大麦吉尔大学毕业证硕士学历证书原版一模一样
原版一模一样【微信：741003700 】【加拿大麦吉尔大学毕业证硕士学历证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
RMIT University degree offer diploma Transcript
澳洲RMIT毕业证书制作RMIT假文凭定制Q微168899991做RMIT留信网教留服认证海牙认证改RMIT成绩单GPA做RMIT假学位证假文凭高仿毕业证申请墨尔本皇家理工大学RMIT University degree offer diploma Transcript
Independent Study - College of Wooster Research (2023-2024)
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Who Is Abhay Bhutada, MD of Poonawalla Fincorp
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
在线办理(UMASS毕业证书)马萨诸塞大学阿默斯特分校毕业证完成信一模一样
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本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
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四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
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◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
Bridging the gap: Online job postings, survey data and the assessment of job ...
Bridging the gap: Online job postings, survey data and the assessment of job ...Labour Market Information Council | Conseil de l’information sur le marché du travail
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.South Dakota State University degree offer diploma Transcript
办理美国SDSU毕业证书制作南达科他州立大学假文凭定制Q微168899991做SDSU留信网教留服认证海牙认证改SDSU成绩单GPA做SDSU假学位证假文凭高仿毕业证GRE代考如何申请南达科他州立大学South Dakota State University degree offer diploma Transcript
Fabular Frames and the Four Ratio Problem
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.Unlock Your Potential with NCVT MIS.pptx
The NCVT MIS Certificate, issued by the National Council for Vocational Training (NCVT), is a crucial credential for skill development in India. Recognized nationwide, it verifies vocational training across diverse trades, enhancing employment prospects, standardizing training quality, and promoting self-employment. This certification is integral to India's growing labor force, fostering skill development and economic growth.
How Non-Banking Financial Companies Empower Startups With Venture Debt Financing
How Non-Banking Financial Companies Empower Startups With Venture Debt Financing
快速制作美国迈阿密大学牛津分校毕业证文凭证书英文原版一模一样
原版一模一样【微信：741003700 】【美国迈阿密大学牛津分校毕业证文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Economic Risk Factor Update: June 2024 [SlideShare]
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
What's a worker’s market? Job quality and labour market tightness
What's a worker’s market? Job quality and labour market tightnessLabour Market Information Council | Conseil de l’information sur le marché du travail
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.Unlock-the-Power-of-UAN-Your-Key-to-Secure-Retirement.pptx
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
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Management and organisation - BAF
- 2. Organization is a framework/structure within which people work collectively in order to achieve certain well-defined objectives. The term “organization” is derived from the word “organism” which means a structure of body divided into parts that are held by a fabric of relationship as one organic whole Acc. To Loius Allen, organization is “the process of identification and grouping of work to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives”
- 3. FHF The arrangement or relationship of positions within an organization Structure Develops Managers assign work tasks to individuals & groups Coordination of diverse activities to attain objectives Organizational Chart A visual display of the organizational structure Organizational Structure 8-3
- 4. 1. Clarity of roles 2. Flexibility 3. Facilitates coordination 4. Combines formal and informal organization 5. Facilitates decision making 6. Direct reporting 7. Outlines strategy 8. Smooth administration
- 6. Administration is concerned with the determination of overall corporate objectives, policies and strategies. Administration acts as a central controlling authority in the organization Administration is a legislative function Three main elements of administration are: formulation of goals choice of ways and means direction of people in some group purpose
- 7. Higher level activity Part of management Integration and direction Preference to top managers comprehensive in nature Implementation of policy Multiple responsibilities Thinking and doing Coordination and control Administrative ability