A.S.S.M.R. PVT. LTD is a waste management company that recycles solid waste into valuable green products using pyrolysis. They segregate waste into categories that are converted into compost, fuel, recyclables, and sand. The company plans to target class-1 cities and implement waste collection. They analyze opportunities through a PEST analysis and outline business models for value, revenue, resources, and customer relationships.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
The document outlines a business plan for a plastic recycling plant in India called Green India. The plan details objectives to set up the plant, create plastic recycling awareness, earn profits from recycled plastics, and promote plastic recycling initiatives. It provides details on the plant's capacity, technology, project costs, expected returns and profits over four years as recycling increases and sales expand globally through international standards.
Plastic Recycling Business Plan PresentationAnkur Verma
The document outlines a business plan for a plastic recycling plant called Group 22. The objectives are to set up a plastic recycling plant, create awareness about plastic usage and harms, and earn profits by selling recycled plastics. The company will produce recycled plastic flakes and household plastic goods from recycled PET and PVC bottles. It provides details on the company overview, mission statement, products, possible obstacles, industry analysis, marketing strategy, operations, financial projections, and benefits of recycling. The business aims to establish a plastic recycling facility, produce recycled plastic materials for businesses and consumer goods, and generate profits while promoting sustainable plastic waste management.
To be hired to assist the supervisor.
Chefs: 2 experienced chefs to be hired to develop menu items and
oversee food preparation.
Wait Staff: Initially plan to hire 6 wait staff to handle lunch and
dinner shifts.
Host/Cashier: 1 host/cashier to greet customers and handle
payments.
Janitorial: Contract cleaning services.
Accountant: Part-time accountant for bookkeeping and financial
reporting.
Marketing Plan
Website Development
Social Media Marketing
Print Advertising
Knowledge management and learning organizationRajan Neupane
Knowledge management and learning organizations were discussed. Knowledge was defined as representing reality based on adequate grounds. Knowledge management focuses on people who create and use knowledge, and the processes and technologies for knowledge creation, storage, and access. A learning organization is one where people continually expand their capacity to achieve desired results through shared visions and mental models, team learning, and personal mastery. Key benefits of knowledge management and learning organizations include competitive advantage through innovation and avoiding reinventing solutions.
Strategies of Employee relations and High Performance StrategiesRajan Neupane
The document discusses strategic employee relation strategies and performance management. It outlines different approaches to employee relations like adversarial, traditional, partnership and power sharing. It also discusses developing high performance work systems through analyzing business strategy, defining performance culture, identifying gaps, and prioritizing and implementing improvements.
The document discusses HRD audits, which comprehensively evaluate an organization's human resource development strategies, structures, systems, styles, and skills. An HRD audit assesses current HRD activities and inputs to determine future needs. It answers questions about business plans, HRD staff competencies, existing HRD systems and their effectiveness, structural adequacy, and management styles. Auditors use interviews, questionnaires, observation, and document analysis. Results are scored across four dimensions to produce an HRD scorecard rating HRD maturity. HRD audits function as organizational development interventions and research studies show factors like management commitment influence their effectiveness in driving changes.
A.S.S.M.R. PVT. LTD is a waste management company that recycles solid waste into valuable green products using pyrolysis. They segregate waste into categories that are converted into compost, fuel, recyclables, and sand. The company plans to target class-1 cities and implement waste collection. They analyze opportunities through a PEST analysis and outline business models for value, revenue, resources, and customer relationships.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
The document outlines a business plan for a plastic recycling plant in India called Green India. The plan details objectives to set up the plant, create plastic recycling awareness, earn profits from recycled plastics, and promote plastic recycling initiatives. It provides details on the plant's capacity, technology, project costs, expected returns and profits over four years as recycling increases and sales expand globally through international standards.
Plastic Recycling Business Plan PresentationAnkur Verma
The document outlines a business plan for a plastic recycling plant called Group 22. The objectives are to set up a plastic recycling plant, create awareness about plastic usage and harms, and earn profits by selling recycled plastics. The company will produce recycled plastic flakes and household plastic goods from recycled PET and PVC bottles. It provides details on the company overview, mission statement, products, possible obstacles, industry analysis, marketing strategy, operations, financial projections, and benefits of recycling. The business aims to establish a plastic recycling facility, produce recycled plastic materials for businesses and consumer goods, and generate profits while promoting sustainable plastic waste management.
To be hired to assist the supervisor.
Chefs: 2 experienced chefs to be hired to develop menu items and
oversee food preparation.
Wait Staff: Initially plan to hire 6 wait staff to handle lunch and
dinner shifts.
Host/Cashier: 1 host/cashier to greet customers and handle
payments.
Janitorial: Contract cleaning services.
Accountant: Part-time accountant for bookkeeping and financial
reporting.
Marketing Plan
Website Development
Social Media Marketing
Print Advertising
Knowledge management and learning organizationRajan Neupane
Knowledge management and learning organizations were discussed. Knowledge was defined as representing reality based on adequate grounds. Knowledge management focuses on people who create and use knowledge, and the processes and technologies for knowledge creation, storage, and access. A learning organization is one where people continually expand their capacity to achieve desired results through shared visions and mental models, team learning, and personal mastery. Key benefits of knowledge management and learning organizations include competitive advantage through innovation and avoiding reinventing solutions.
Strategies of Employee relations and High Performance StrategiesRajan Neupane
The document discusses strategic employee relation strategies and performance management. It outlines different approaches to employee relations like adversarial, traditional, partnership and power sharing. It also discusses developing high performance work systems through analyzing business strategy, defining performance culture, identifying gaps, and prioritizing and implementing improvements.
The document discusses HRD audits, which comprehensively evaluate an organization's human resource development strategies, structures, systems, styles, and skills. An HRD audit assesses current HRD activities and inputs to determine future needs. It answers questions about business plans, HRD staff competencies, existing HRD systems and their effectiveness, structural adequacy, and management styles. Auditors use interviews, questionnaires, observation, and document analysis. Results are scored across four dimensions to produce an HRD scorecard rating HRD maturity. HRD audits function as organizational development interventions and research studies show factors like management commitment influence their effectiveness in driving changes.
The document provides an overview of a book titled "Future of HRD" by T.V. Roa. It summarizes the introduction of the author and book. It reviews Chapter 1 which discusses HRD as an emerging profession. Some key points are: HRD involves developing adult knowledge and skills for individual/group gain or organizational benefit. In the US, efforts are underway to build a strong theoretical foundation for HRD. For a field to be considered a true profession, it requires specialized knowledge, self-regulation, and rewards based on competence rather than self-interest. In India, HRD is still in its early phases as a professional discipline.
The document discusses centralized vs decentralized buying. Centralized buying involves a single purchasing department making all buying decisions, while decentralized buying allows local purchasing departments at each plant or division. Centralized buying provides advantages like bulk discounts and standardized processes, but decentralized buying allows for more flexibility and local knowledge. For large companies with multiple locations, a hybrid system is often best, with large or strategic purchases handled centrally and day-to-day purchases made locally. The key is balancing the advantages of coordination with those of responsiveness to local needs.
Bird Conservation Nepal (BCN) is the largest organization dedicated to bird conservation in Nepal, established in 1982. It has 12 permanent staff and hires additional staff as required for its various projects. The HR head, Sushma Shrestha, recruits all staff externally through BCN's website or newspapers. The selection process involves a written test and interview, sometimes involving experts from donor agencies. Training is provided both on-the-job and off-the-job through workshops. Performance is appraised twice yearly but training effectiveness is not measured. Compensation follows international standards with benefits like insurance and annual leave but no pension plan. Labor relations are good without a trade union.
This document discusses HRD challenges and HR outsourcing. It begins by defining HRD and its subsystems like performance appraisal and career planning. It then discusses challenges for HRD like skills gaps and changing demographics. It defines outsourcing and HR outsourcing, explaining that outsourcing tasks can allow HR to focus on core competencies and reduce costs. Finally, it discusses considerations for strategic HR outsourcing and managing the impacts on employees.
Human resource Recruitment and SelctionRajan Neupane
The document discusses recruitment and selection practices. It covers the goals of recruitment as attracting qualified applicants and discouraging unqualified ones. It also discusses constraints, diversity efforts, factors influencing recruitment, and the advantages and disadvantages of internal and external recruitment sources. Finally, it covers socializing and placing new hires, including purposes, processes, and considerations for developing socialization programs.
This document is a term paper submitted for an MBA degree that examines whether human resource management can help achieve person-job fit in organizations in Nepal. It acknowledges the faculty supervisor and expresses gratitude to individuals from three organizations - United Nations High Commissioner for Human Rights in Nepal, Nabil Bank, and Ideal E-Solutions - who provided their views in interviews. The paper includes an introduction defining key concepts like person-job fit, biographical characteristics, learning, personality, perceptions, attitudes, and job satisfaction. It also presents analytical views on person-organization fit and person-job fit, job seekers' fit perceptions, and arguments for and against fit in a global context. Field visits and findings from the three case organizations
Delegation of authority, responsibility and DecntralizationRajan Neupane
This document discusses authority, responsibility, and delegation of authority. It defines authority as the legitimate right to direct others and make decisions. Responsibility refers to the obligation to complete assigned tasks. There is a relationship between authority and responsibility - authority should match the level of responsibility. Authority flows downward while responsibility flows upward. Delegation involves transferring authority to subordinates while retaining accountability. The document provides guidance on what should and should not be delegated, and how to delegate effectively. It also discusses decentralization, which widely distributes authority and decision-making power throughout an organization.
The document discusses auditing the human resources (HR) function of an organization. It covers dimensions of HR auditing including legal compliance, functional effectiveness, and strategic alignment.
Key aspects of the HR audit process include defining the audit scope and statements, accessing current HR policies, practices, and data through documentation reviews and interviews, and analyzing the results to identify strengths, weaknesses, and opportunities for improvement. The audit aims to evaluate if HR supports business objectives and strategies, complies with employment laws, and delivers services efficiently. Ratios on costs, productivity, and turnover are also examined.
The document provides an overview of a book titled "Future of HRD" by T.V. Roa. It summarizes the introduction of the author and book. It reviews Chapter 1 which discusses HRD as an emerging profession. Some key points are: HRD involves developing adult knowledge and skills for individual/group gain or organizational benefit. In the US, efforts are underway to build a strong theoretical foundation for HRD. For a field to be considered a true profession, it requires specialized knowledge, self-regulation, and rewards based on competence rather than self-interest. In India, HRD is still in its early phases as a professional discipline.
The document discusses centralized vs decentralized buying. Centralized buying involves a single purchasing department making all buying decisions, while decentralized buying allows local purchasing departments at each plant or division. Centralized buying provides advantages like bulk discounts and standardized processes, but decentralized buying allows for more flexibility and local knowledge. For large companies with multiple locations, a hybrid system is often best, with large or strategic purchases handled centrally and day-to-day purchases made locally. The key is balancing the advantages of coordination with those of responsiveness to local needs.
Bird Conservation Nepal (BCN) is the largest organization dedicated to bird conservation in Nepal, established in 1982. It has 12 permanent staff and hires additional staff as required for its various projects. The HR head, Sushma Shrestha, recruits all staff externally through BCN's website or newspapers. The selection process involves a written test and interview, sometimes involving experts from donor agencies. Training is provided both on-the-job and off-the-job through workshops. Performance is appraised twice yearly but training effectiveness is not measured. Compensation follows international standards with benefits like insurance and annual leave but no pension plan. Labor relations are good without a trade union.
This document discusses HRD challenges and HR outsourcing. It begins by defining HRD and its subsystems like performance appraisal and career planning. It then discusses challenges for HRD like skills gaps and changing demographics. It defines outsourcing and HR outsourcing, explaining that outsourcing tasks can allow HR to focus on core competencies and reduce costs. Finally, it discusses considerations for strategic HR outsourcing and managing the impacts on employees.
Human resource Recruitment and SelctionRajan Neupane
The document discusses recruitment and selection practices. It covers the goals of recruitment as attracting qualified applicants and discouraging unqualified ones. It also discusses constraints, diversity efforts, factors influencing recruitment, and the advantages and disadvantages of internal and external recruitment sources. Finally, it covers socializing and placing new hires, including purposes, processes, and considerations for developing socialization programs.
This document is a term paper submitted for an MBA degree that examines whether human resource management can help achieve person-job fit in organizations in Nepal. It acknowledges the faculty supervisor and expresses gratitude to individuals from three organizations - United Nations High Commissioner for Human Rights in Nepal, Nabil Bank, and Ideal E-Solutions - who provided their views in interviews. The paper includes an introduction defining key concepts like person-job fit, biographical characteristics, learning, personality, perceptions, attitudes, and job satisfaction. It also presents analytical views on person-organization fit and person-job fit, job seekers' fit perceptions, and arguments for and against fit in a global context. Field visits and findings from the three case organizations
Delegation of authority, responsibility and DecntralizationRajan Neupane
This document discusses authority, responsibility, and delegation of authority. It defines authority as the legitimate right to direct others and make decisions. Responsibility refers to the obligation to complete assigned tasks. There is a relationship between authority and responsibility - authority should match the level of responsibility. Authority flows downward while responsibility flows upward. Delegation involves transferring authority to subordinates while retaining accountability. The document provides guidance on what should and should not be delegated, and how to delegate effectively. It also discusses decentralization, which widely distributes authority and decision-making power throughout an organization.
The document discusses auditing the human resources (HR) function of an organization. It covers dimensions of HR auditing including legal compliance, functional effectiveness, and strategic alignment.
Key aspects of the HR audit process include defining the audit scope and statements, accessing current HR policies, practices, and data through documentation reviews and interviews, and analyzing the results to identify strengths, weaknesses, and opportunities for improvement. The audit aims to evaluate if HR supports business objectives and strategies, complies with employment laws, and delivers services efficiently. Ratios on costs, productivity, and turnover are also examined.