Getting an Management Lesson from the Movies Help us to understand the Dynamics Of the Society.It Tells us about How to be Happy and Try Not to Give Up On your Dreams No matter How Tough Life Gets.
This document provides an introduction and overview of human resource development and organizational effectiveness. It discusses the historical perspectives of human resource development, defining human resources as a complex set of interrelated assets. It outlines some of the early developments in the field including scientific management theories of Taylor and time motion studies of Gilbreth. It then discusses the important Hawthorne studies from the 1920s which shifted the perspective to consider social factors and view workers as more than just machines. The introduction sets up the focus of the document on exploring the relationship between human resource development and organizational effectiveness.
This document discusses expatriation and repatriation. Expatriation is sending an employee abroad for an international assignment, and repatriation is returning home after an international assignment. Successful repatriation requires managing re-entry shock and unclear roles/career progression upon returning home, as many repatriates leave their companies within a year due to poor repatriation processes. Strategies for managing repatriation include consulting on repatriation processes, custom repatriation programs, and personal development profiling upon return.
The document discusses how globalization is affecting human resource management practices across different countries. It examines trends in HRM in five countries and how organizations are instituting consistent corporate cultures globally. Some of the challenges in globalizing HR functions include variations in social and economic conditions between locations and resistance to change. Many organizations are standardizing assessment, compensation and development practices or sharing best practices between locations to address these challenges. The use of expatriate assignments is also discussed, including the costs associated and characteristics sought for these roles.
The document discusses employee socialization in organizations. It defines socialization as the process by which new employees learn the values, norms and behaviors required to participate as organizational members. Effective socialization is important for new employee productivity, commitment and retention. It facilitates adaptation to organizational culture. Socialization programs should orient new employees to the organization's history, objectives and procedures. They also help employees understand their roles and the organization's values. Socialization benefits include increased productivity, healthier employees, stronger teamwork and faster acclimation of new staff. Managers should take ownership of socialization and view it as important for business.
Training and development of international staffVirda Azmi
The document discusses providing training and development to international staff being sent to Japan, China, South Korea, and Singapore. It covers the need for cross-cultural training to facilitate expatriate adjustment. It also outlines a 5-phase process for designing effective cross-cultural training programs: 1) Identifying assignment type, 2) Conducting a needs analysis, 3) Establishing goals and measures, 4) Developing and delivering the program, 5) Evaluating the program. Key cultural differences across the countries in areas like management style, business structure, teams, and communication style are also summarized.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
The document discusses international human resource management (IHRM). IHRM involves procuring, allocating, and utilizing human resources across international businesses. Key aspects of IHRM include managing expatriates, adapting to globalization, and effectively using employees in corporate offices and foreign plants. IHRM models involve various HR activities and types of employees from home, host, and third countries. Characteristics include more HR activities, a broader perspective, and external influences.
This document provides an introduction and overview of human resource development and organizational effectiveness. It discusses the historical perspectives of human resource development, defining human resources as a complex set of interrelated assets. It outlines some of the early developments in the field including scientific management theories of Taylor and time motion studies of Gilbreth. It then discusses the important Hawthorne studies from the 1920s which shifted the perspective to consider social factors and view workers as more than just machines. The introduction sets up the focus of the document on exploring the relationship between human resource development and organizational effectiveness.
This document discusses expatriation and repatriation. Expatriation is sending an employee abroad for an international assignment, and repatriation is returning home after an international assignment. Successful repatriation requires managing re-entry shock and unclear roles/career progression upon returning home, as many repatriates leave their companies within a year due to poor repatriation processes. Strategies for managing repatriation include consulting on repatriation processes, custom repatriation programs, and personal development profiling upon return.
The document discusses how globalization is affecting human resource management practices across different countries. It examines trends in HRM in five countries and how organizations are instituting consistent corporate cultures globally. Some of the challenges in globalizing HR functions include variations in social and economic conditions between locations and resistance to change. Many organizations are standardizing assessment, compensation and development practices or sharing best practices between locations to address these challenges. The use of expatriate assignments is also discussed, including the costs associated and characteristics sought for these roles.
The document discusses employee socialization in organizations. It defines socialization as the process by which new employees learn the values, norms and behaviors required to participate as organizational members. Effective socialization is important for new employee productivity, commitment and retention. It facilitates adaptation to organizational culture. Socialization programs should orient new employees to the organization's history, objectives and procedures. They also help employees understand their roles and the organization's values. Socialization benefits include increased productivity, healthier employees, stronger teamwork and faster acclimation of new staff. Managers should take ownership of socialization and view it as important for business.
Training and development of international staffVirda Azmi
The document discusses providing training and development to international staff being sent to Japan, China, South Korea, and Singapore. It covers the need for cross-cultural training to facilitate expatriate adjustment. It also outlines a 5-phase process for designing effective cross-cultural training programs: 1) Identifying assignment type, 2) Conducting a needs analysis, 3) Establishing goals and measures, 4) Developing and delivering the program, 5) Evaluating the program. Key cultural differences across the countries in areas like management style, business structure, teams, and communication style are also summarized.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
The document discusses international human resource management (IHRM). IHRM involves procuring, allocating, and utilizing human resources across international businesses. Key aspects of IHRM include managing expatriates, adapting to globalization, and effectively using employees in corporate offices and foreign plants. IHRM models involve various HR activities and types of employees from home, host, and third countries. Characteristics include more HR activities, a broader perspective, and external influences.
International Human resource management and issuesRizwana_MBA
This document discusses international human resource management (IHRM) and its differences from domestic HRM. IHRM involves three main human resource activities: procurement, allocation, and utilization of employees across borders. It is more complex than domestic HRM due to factors like different cultures, languages, compensation practices, and legal/political risks across countries. Effective IHRM requires consideration of cultural fit, training, performance management, and other activities to coordinate the global workforce.
The document discusses the role of human resources in mergers and acquisitions. It begins by defining mergers and acquisitions as representing ultimate change for businesses that can be difficult and chaotic. It then provides statistics on M&A activity and discusses why understanding the process is important. The rest of the document outlines the M&A process and key roles for HR, including assessing cultural alignment, developing integration plans, managing communications, and ensuring retention of key employees.
International human resource management ihrmkoshyligo
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
This document provides biographical information about Indra Krishnamurthy Nooyi, the current Chairperson and CEO of PepsiCo. It details that she was born in India and received degrees from institutions in India and Yale University. Nooyi joined PepsiCo in 1994 and became CEO in 2006, leading the company's global expansion. As CEO, she has overseen increasing revenues and profits. Nooyi is the first Indian-American and woman to lead a multinational corporation like PepsiCo. She is recognized globally as a powerful business leader.
The HR manager should not terminate the employee solely due to her pregnancy or poor performance during probation. Before termination, performance issues must be documented through warnings, memos, and an extended probation period. The employee's health and well-being should be prioritized over work. New guidelines are needed to protect women employees and ensure fair treatment.
1) Talent management refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It aims to improve business value and help organizations achieve their goals.
2) Retention management involves creating an environment that encourages current employees to stay by having policies that address their diverse needs. The key principles include making employees feel appreciated, supporting their development, providing growth opportunities, having good manager relationships, and ensuring success.
3) Both talent management and retention management involve identifying skills gaps, developing employees, motivating high performers, evaluating employees, and implementing measures to retain top talent and close skills gaps to meet organizational needs.
Theories of industrial relations - industrial relations - Manu Melwin Joymanumelwin
Several systematic attempts have been made by industrialists, sociologists and industrial relation theorists to develop the theoretical perspectives to analyze industrial relations and trade unionism.
This presentation includes as many as 22 pertinent universal issues governing management accompanied with examples from various sectors, followed by a brief case analyses of corporate culture at British Airways.
This document discusses adopting an investment perspective when managing human resources. It argues that employees should be viewed as human assets or investments rather than variable costs. Viewing employees as investments allows organizations to strategically develop policies to increase the value of employees and gain a competitive advantage. However, investing in human capital also carries more risk than physical assets since employees can leave the organization. The document recommends organizations evaluate and retain valuable employees in order to maximize returns on their human resource investments.
The document introduces the concept of a High Performance Work System (HPWS) which uses human resource practices like self-managing teams, extensive training, and decentralized decision-making to empower employees and improve performance. Basic practices of an HPWS include self-managing teams, open communication, training, flexible work assignments, decentralized decision-making, employment security, and selective hiring. Selective hiring involves having a large applicant pool and carefully considering critical skills needed for each job. Decentralized decision-making delegates authority from top to middle and lower managers to empower employees and make decisions more efficiently. The document distinguishes between work practices focused on work system design and employment practices related to employment relations.
This document discusses the impact of globalization on human resource management. It begins with definitions of globalization from various sources and a brief history of how globalization started in the mid-19th century. Drivers of globalization included organizations like the WTO, EU, and NAFTA. In the past, HR practices like recruitment were very local but globalization has increased the use of IT, a more diverse workforce, and a need to consider work-life balance. International HRM now deals with concepts like managing different cultures, providing language and cultural training, and ensuring employee satisfaction, benefits, and retention across borders.
Study of organization culture in infosysSnehadudhe
This document summarizes the culture at Infosys, an Indian IT company with over 100,000 employees from 83 countries. It describes aspects of working at Infosys such as excelling at challenging work, continuous learning, enjoying a fun workplace, and aligning with the company's growth. The culture emphasizes arts, sports, daily quizzes and music meetings to promote creativity. Employees are recognized based on their skills rather than attributes. Continuous learning and a good work-life balance are also part of the culture.
The document discusses human resource practices in India. It notes that India has a large population and workforce but low literacy rates, with only 12% of the workforce holding college degrees. This skills gap poses challenges for HR professionals in recruiting and retaining qualified employees. Rapid industry growth is exacerbating talent shortages. Changing workplace culture and improving employee retention are key concerns. Companies are responding by rapidly hiring and training employees while appealing to personal needs through career opportunities and education.
The LAMP framework provides a model for effective HR measurement and decision making. It consists of four elements:
1. Logic - Provides the theoretical framework and connections between measures, outcomes, and effects.
2. Analytics - Drawing the right conclusions from data through statistical analysis and identifying key issues.
3. Measures - Getting accurate metrics, but precision is not the only goal; measures should be directed where they provide the greatest return.
4. Process - Effective measurement systems must fit within an organizational change process to transfer knowledge and influence decisions. Measures alone are not enough without integrating the other three elements of the LAMP framework.
Organisational Design structure, size and technology.Sushant Golambade
Organizational design involves assessing and reshaping an organization's structure and positions to better meet its goals. Key aspects of organizational design include determining structure, allocating resources, and matching strategic actions to accomplish work and goals. Organizational structure establishes authority relationships and provides for coordination. Common structures include functional, divisional, line, project, matrix and line-and-staff configurations. Structure impacts organizational behavior by influencing motivation, response to change, decision-making, and conflict levels. Larger organizations tend to have more complex, specialized and formalized structures to facilitate coordination at increased scale. Technology choices also influence appropriate organizational design and structure.
This document discusses international human resource management and recruitment. It begins by outlining core functions of IHRM including recruitment, selection, expatriates, performance appraisal, training, compensation, women in business, dual career groups, industrial relations, trade unions, and participative management.
It then discusses recruitment in more detail, explaining sources at the macro level (country) and micro level (institutional). The main approaches to recruitment that multinational companies use are also summarized: ethnocentric (parent country nationals), polycentric (host country nationals), regiocentric (regionals), and geocentric (global/any nationality). Advantages and disadvantages of each approach are provided.
Specific recruitment
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society.
An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.
Managing Diversity in The Workplace (HRM)Feby Sandra
This document discusses managing diversity in the workplace. It defines diversity as including differences in age, gender, ethnicity, race, religion, and other attributes. Managing diversity aims to maximize the benefits of a diverse workforce while minimizing potential disadvantages. Some benefits mentioned include improved problem-solving, creativity, customer service, and workforce satisfaction and retention. The document also discusses gender, racial, religious, and disability diversity issues and provides steps for managing diversity effectively such as training, recruitment, and accommodation practices.
The Pursuit of Happyness tells the true story of Chris Gardner, a struggling single father who takes an unpaid internship at a brokerage firm in pursuit of happiness and success. He and his young son experience great hardship as they become homeless. Despite facing immense challenges, Chris refuses to give up on his dream of providing a better life for his son and creating a successful career for himself in finance. Through perseverance and belief in himself, Chris is able to complete the internship and achieve his goals.
The document provides details about a project report submitted by LLLL MMMMM for the partial fulfillment of a Master of Management Studies degree from the University of Mumbai. The project focuses on human resources recruitment and was conducted under the guidance of Prof. SSSSS at the College of Management, KKKKKK (East) during the 2012-2013 academic year. The document includes declarations, certificates, acknowledgements, and an index of the contents of the full project report.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
International Human resource management and issuesRizwana_MBA
This document discusses international human resource management (IHRM) and its differences from domestic HRM. IHRM involves three main human resource activities: procurement, allocation, and utilization of employees across borders. It is more complex than domestic HRM due to factors like different cultures, languages, compensation practices, and legal/political risks across countries. Effective IHRM requires consideration of cultural fit, training, performance management, and other activities to coordinate the global workforce.
The document discusses the role of human resources in mergers and acquisitions. It begins by defining mergers and acquisitions as representing ultimate change for businesses that can be difficult and chaotic. It then provides statistics on M&A activity and discusses why understanding the process is important. The rest of the document outlines the M&A process and key roles for HR, including assessing cultural alignment, developing integration plans, managing communications, and ensuring retention of key employees.
International human resource management ihrmkoshyligo
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
This document provides biographical information about Indra Krishnamurthy Nooyi, the current Chairperson and CEO of PepsiCo. It details that she was born in India and received degrees from institutions in India and Yale University. Nooyi joined PepsiCo in 1994 and became CEO in 2006, leading the company's global expansion. As CEO, she has overseen increasing revenues and profits. Nooyi is the first Indian-American and woman to lead a multinational corporation like PepsiCo. She is recognized globally as a powerful business leader.
The HR manager should not terminate the employee solely due to her pregnancy or poor performance during probation. Before termination, performance issues must be documented through warnings, memos, and an extended probation period. The employee's health and well-being should be prioritized over work. New guidelines are needed to protect women employees and ensure fair treatment.
1) Talent management refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It aims to improve business value and help organizations achieve their goals.
2) Retention management involves creating an environment that encourages current employees to stay by having policies that address their diverse needs. The key principles include making employees feel appreciated, supporting their development, providing growth opportunities, having good manager relationships, and ensuring success.
3) Both talent management and retention management involve identifying skills gaps, developing employees, motivating high performers, evaluating employees, and implementing measures to retain top talent and close skills gaps to meet organizational needs.
Theories of industrial relations - industrial relations - Manu Melwin Joymanumelwin
Several systematic attempts have been made by industrialists, sociologists and industrial relation theorists to develop the theoretical perspectives to analyze industrial relations and trade unionism.
This presentation includes as many as 22 pertinent universal issues governing management accompanied with examples from various sectors, followed by a brief case analyses of corporate culture at British Airways.
This document discusses adopting an investment perspective when managing human resources. It argues that employees should be viewed as human assets or investments rather than variable costs. Viewing employees as investments allows organizations to strategically develop policies to increase the value of employees and gain a competitive advantage. However, investing in human capital also carries more risk than physical assets since employees can leave the organization. The document recommends organizations evaluate and retain valuable employees in order to maximize returns on their human resource investments.
The document introduces the concept of a High Performance Work System (HPWS) which uses human resource practices like self-managing teams, extensive training, and decentralized decision-making to empower employees and improve performance. Basic practices of an HPWS include self-managing teams, open communication, training, flexible work assignments, decentralized decision-making, employment security, and selective hiring. Selective hiring involves having a large applicant pool and carefully considering critical skills needed for each job. Decentralized decision-making delegates authority from top to middle and lower managers to empower employees and make decisions more efficiently. The document distinguishes between work practices focused on work system design and employment practices related to employment relations.
This document discusses the impact of globalization on human resource management. It begins with definitions of globalization from various sources and a brief history of how globalization started in the mid-19th century. Drivers of globalization included organizations like the WTO, EU, and NAFTA. In the past, HR practices like recruitment were very local but globalization has increased the use of IT, a more diverse workforce, and a need to consider work-life balance. International HRM now deals with concepts like managing different cultures, providing language and cultural training, and ensuring employee satisfaction, benefits, and retention across borders.
Study of organization culture in infosysSnehadudhe
This document summarizes the culture at Infosys, an Indian IT company with over 100,000 employees from 83 countries. It describes aspects of working at Infosys such as excelling at challenging work, continuous learning, enjoying a fun workplace, and aligning with the company's growth. The culture emphasizes arts, sports, daily quizzes and music meetings to promote creativity. Employees are recognized based on their skills rather than attributes. Continuous learning and a good work-life balance are also part of the culture.
The document discusses human resource practices in India. It notes that India has a large population and workforce but low literacy rates, with only 12% of the workforce holding college degrees. This skills gap poses challenges for HR professionals in recruiting and retaining qualified employees. Rapid industry growth is exacerbating talent shortages. Changing workplace culture and improving employee retention are key concerns. Companies are responding by rapidly hiring and training employees while appealing to personal needs through career opportunities and education.
The LAMP framework provides a model for effective HR measurement and decision making. It consists of four elements:
1. Logic - Provides the theoretical framework and connections between measures, outcomes, and effects.
2. Analytics - Drawing the right conclusions from data through statistical analysis and identifying key issues.
3. Measures - Getting accurate metrics, but precision is not the only goal; measures should be directed where they provide the greatest return.
4. Process - Effective measurement systems must fit within an organizational change process to transfer knowledge and influence decisions. Measures alone are not enough without integrating the other three elements of the LAMP framework.
Organisational Design structure, size and technology.Sushant Golambade
Organizational design involves assessing and reshaping an organization's structure and positions to better meet its goals. Key aspects of organizational design include determining structure, allocating resources, and matching strategic actions to accomplish work and goals. Organizational structure establishes authority relationships and provides for coordination. Common structures include functional, divisional, line, project, matrix and line-and-staff configurations. Structure impacts organizational behavior by influencing motivation, response to change, decision-making, and conflict levels. Larger organizations tend to have more complex, specialized and formalized structures to facilitate coordination at increased scale. Technology choices also influence appropriate organizational design and structure.
This document discusses international human resource management and recruitment. It begins by outlining core functions of IHRM including recruitment, selection, expatriates, performance appraisal, training, compensation, women in business, dual career groups, industrial relations, trade unions, and participative management.
It then discusses recruitment in more detail, explaining sources at the macro level (country) and micro level (institutional). The main approaches to recruitment that multinational companies use are also summarized: ethnocentric (parent country nationals), polycentric (host country nationals), regiocentric (regionals), and geocentric (global/any nationality). Advantages and disadvantages of each approach are provided.
Specific recruitment
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society.
An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.
Managing Diversity in The Workplace (HRM)Feby Sandra
This document discusses managing diversity in the workplace. It defines diversity as including differences in age, gender, ethnicity, race, religion, and other attributes. Managing diversity aims to maximize the benefits of a diverse workforce while minimizing potential disadvantages. Some benefits mentioned include improved problem-solving, creativity, customer service, and workforce satisfaction and retention. The document also discusses gender, racial, religious, and disability diversity issues and provides steps for managing diversity effectively such as training, recruitment, and accommodation practices.
The Pursuit of Happyness tells the true story of Chris Gardner, a struggling single father who takes an unpaid internship at a brokerage firm in pursuit of happiness and success. He and his young son experience great hardship as they become homeless. Despite facing immense challenges, Chris refuses to give up on his dream of providing a better life for his son and creating a successful career for himself in finance. Through perseverance and belief in himself, Chris is able to complete the internship and achieve his goals.
The document provides details about a project report submitted by LLLL MMMMM for the partial fulfillment of a Master of Management Studies degree from the University of Mumbai. The project focuses on human resources recruitment and was conducted under the guidance of Prof. SSSSS at the College of Management, KKKKKK (East) during the 2012-2013 academic year. The document includes declarations, certificates, acknowledgements, and an index of the contents of the full project report.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml