The document contains contact information for three offices of an organization in Chennai, Bangalore, and Coimbatore, India. It lists the addresses, phone numbers, email, and website for the organization.
This document discusses employee training and development. It provides definitions of training and development from different authors, highlighting that training involves teaching new skills for a specific task or job. It also outlines the traditional and modern approaches to training, with traditional views seeing managers as innate but modern approaches recognizing training as a retention tool. The key steps in the training process are identified as needs analysis, establishing objectives, program implementation, and evaluation. Various training methods and purposes are explained, including on-the-job training and programmed learning. The document also discusses who provides training and the importance of succession planning.
This document discusses recruitment and the recruitment process. It begins by defining recruitment as attracting qualified individuals in sufficient numbers through various methods. It then discusses internal recruitment methods like job postings and employee referrals. Next, it describes the role of an internal recruiter in handling various recruitment activities. The document outlines the recruitment process including job analysis, sourcing candidates, selection methods, and key metrics to track like time-to-hire and cost-per-hire. It also discusses recruitment strategy, sources, and methods both internal and external to the organization.
Objective of this presentation is to get quick insight on different aspects of human resource management. This talks about the fundamental as
What is HRM?
Why HRM?
What is authority and its types?
Compensation plays an important role in attracting and retaining employees while ensuring optimal performance. It includes direct compensation like wages and salaries as well as indirect compensation like benefits. Equity theory and expectancy theory provide frameworks for understanding what motivates employees regarding compensation. Compensation approaches include job-based systems that consider the position as well as individual skill/knowledge-based systems that consider the person. Key decisions involve balancing fixed vs variable pay and using individual vs team-based incentives.
Human resource planning (HRP) involves forecasting future personnel needs and the availability of qualified employees. It ensures the right number and types of employees are available at the right time and place. The HRP process includes forecasting demand and supply of personnel, identifying gaps, and developing programs to address surpluses or shortages through actions like recruiting, training, reassignment, or layoffs. Effective HRP is based on organizational objectives and requires support from top management with accurate personnel data and appropriate forecasting techniques.
The document discusses recruitment, which is the process of finding and hiring job candidates. There are two main sources of recruitment: internal and external. Internal recruitment sources involve hiring from within the company, such as through promotions or referrals. External recruitment sources involve hiring outside candidates, such as through recruitment agencies or job boards. The document outlines advantages and disadvantages of both internal and external recruitment sources.
Human Resource Management involves four main processes: planning, attracting, developing, and retaining human resources or employees. Planning involves strategic HR planning and job design. Attracting involves recruiting and selecting candidates from internal and external pools. Developing involves orientation, training, performance appraisal, and development. Retaining involves compensation, labor relations, maintenance through career counseling and health programs, and separation procedures.
The document outlines the key functions of human resource management including planning, staffing, employee development, and employee maintenance. It discusses how these functions work towards effective utilization of human resources, desirable working relationships, and individual development. Some example functions are human resource planning, job analysis, staffing, orientation, training, performance appraisal, compensation, and benefits. The primary responsibilities of an HR manager are developing knowledge of corporate culture and policies, acting as an internal change agent, keeping communication lines open, identifying HR strategies, and evaluating the impact of HR interventions.
This document discusses employee training and development. It provides definitions of training and development from different authors, highlighting that training involves teaching new skills for a specific task or job. It also outlines the traditional and modern approaches to training, with traditional views seeing managers as innate but modern approaches recognizing training as a retention tool. The key steps in the training process are identified as needs analysis, establishing objectives, program implementation, and evaluation. Various training methods and purposes are explained, including on-the-job training and programmed learning. The document also discusses who provides training and the importance of succession planning.
This document discusses recruitment and the recruitment process. It begins by defining recruitment as attracting qualified individuals in sufficient numbers through various methods. It then discusses internal recruitment methods like job postings and employee referrals. Next, it describes the role of an internal recruiter in handling various recruitment activities. The document outlines the recruitment process including job analysis, sourcing candidates, selection methods, and key metrics to track like time-to-hire and cost-per-hire. It also discusses recruitment strategy, sources, and methods both internal and external to the organization.
Objective of this presentation is to get quick insight on different aspects of human resource management. This talks about the fundamental as
What is HRM?
Why HRM?
What is authority and its types?
Compensation plays an important role in attracting and retaining employees while ensuring optimal performance. It includes direct compensation like wages and salaries as well as indirect compensation like benefits. Equity theory and expectancy theory provide frameworks for understanding what motivates employees regarding compensation. Compensation approaches include job-based systems that consider the position as well as individual skill/knowledge-based systems that consider the person. Key decisions involve balancing fixed vs variable pay and using individual vs team-based incentives.
Human resource planning (HRP) involves forecasting future personnel needs and the availability of qualified employees. It ensures the right number and types of employees are available at the right time and place. The HRP process includes forecasting demand and supply of personnel, identifying gaps, and developing programs to address surpluses or shortages through actions like recruiting, training, reassignment, or layoffs. Effective HRP is based on organizational objectives and requires support from top management with accurate personnel data and appropriate forecasting techniques.
The document discusses recruitment, which is the process of finding and hiring job candidates. There are two main sources of recruitment: internal and external. Internal recruitment sources involve hiring from within the company, such as through promotions or referrals. External recruitment sources involve hiring outside candidates, such as through recruitment agencies or job boards. The document outlines advantages and disadvantages of both internal and external recruitment sources.
Human Resource Management involves four main processes: planning, attracting, developing, and retaining human resources or employees. Planning involves strategic HR planning and job design. Attracting involves recruiting and selecting candidates from internal and external pools. Developing involves orientation, training, performance appraisal, and development. Retaining involves compensation, labor relations, maintenance through career counseling and health programs, and separation procedures.
The document outlines the key functions of human resource management including planning, staffing, employee development, and employee maintenance. It discusses how these functions work towards effective utilization of human resources, desirable working relationships, and individual development. Some example functions are human resource planning, job analysis, staffing, orientation, training, performance appraisal, compensation, and benefits. The primary responsibilities of an HR manager are developing knowledge of corporate culture and policies, acting as an internal change agent, keeping communication lines open, identifying HR strategies, and evaluating the impact of HR interventions.
This document discusses the emerging challenges in human resource management (HRM). It identifies several key challenges facing HRM professionals, including globalization, workforce diversity, technological advances, changes in the political and legal environment, changes in the economic environment, and increased mobility of professional personnel. The document then discusses various methods that HRM can use to overcome these challenges, such as cross-cultural training, technological and information training for HR staff, motivating employees through both financial and non-financial means, and implementing proper performance evaluation and career development systems.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
The document discusses recruitment policies, methods, and procedures. It begins by outlining learning objectives around describing the purpose of recruitment, explaining recruitment policies and processes, identifying components of good policies, and familiarizing sources and methods. It then defines recruitment and discusses the purpose and importance of having recruitment policies. Key points made include attracting candidates, creating talent pools for selection, determining staffing needs, and meeting legal obligations. The document also outlines factors affecting policy, components of policies, the recruitment process, and methods of recruitment including internal and external approaches. It closes by discussing advantages and disadvantages of different recruitment methods.
This document discusses recruitment, selection, and retention processes. It covers the key topics of recruitment methods and sources, selection criteria, the relationship between recruitment success and selectivity, and the role of retention in matching employees, jobs, and organizations. Recruitment aims to source qualified candidates, selection identifies the most suitable from applicants, and retention is impacted by selection quality through good job-employee matches that increase longevity. The processes are integrally related for building an efficient workforce.
Organizational development is a collection of change methods aimed at improving organizational effectiveness and employee well-being through planned, comprehensive, long-range, and dynamic changes with participation from change agents. Some key goals of organizational development include emphasizing humanistic values, treating individuals as complex people, and increasing trust, enthusiasm, and responsibility among members. Common organizational development interventions include sensitivity training, team building, survey feedback, and process consultation. The organizational development process involves evaluation, intervention, problem identification, planning for change, and continuous data collection and management.
The document covers the following topics related to human resource management (HRM):
- An introduction to management, organization, and the evolution and history of HRM
- The objective of HRM and important terminology
- A definition of HRM and how it represents the strategic deployment of human resources
- The history and evolution of HRM, from personnel management to its recognition as a profession
- The objectives of HRM from societal, organizational, functional, and personal perspectives
- An overview of the evolution of HR practices in Bangladesh and areas that can be improved
The document outlines a recruitment strategy with the goals of aligning recruitment with business plans, defining processes for attracting top talent at different levels, and establishing a talent acquisition strategy. It discusses recruiting top and senior leaders from direct sources, campuses, and job sites. The strategy aims to build the best employer brand, clearly define job requirements, select candidates based on qualifications and culture fit, and attract entrepreneurial people through opportunities for learning, growth, and equity compensation.
Unit- 1. Performance Management and reward systems in Context Preeti Bhaskar
This document provides an overview of performance management. It begins by defining performance management as identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that performance management involves ongoing feedback to improve performance while appraisal assesses strengths and weaknesses annually. The document outlines contributions and disadvantages of performance management systems, defines reward systems, and describes the roles and ideal characteristics of an effective performance management system.
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
This chapter introduces human resource management and its role in organizations. It discusses how HR helps companies achieve their strategic goals by engaging employees and influencing their behaviors. The chapter outlines the responsibilities of line managers, who oversee employees, and staff (HR) managers, who assist and advise line managers. It also describes metrics and measurements that are important for evaluating HR's contribution to organizational outcomes.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Recuitment and selection process in the firm or company by the HR department, sources of recruitment: internal and external methods, test and interviews inductions, training and placements.
HRM developed in the early 20th century to help companies manage their workforces more strategically in response to increasing competition. HRM handles important functions like recruitment, personnel activities, industrial relations, and legislation compliance. The first personnel management department was created at NCR in the early 1900s to deal with grievances, training, and new employment laws. HRM focuses on developing strategy, compensation, benefits, safety, liability, training, development, and employee satisfaction. Training programs aim to reduce turnover, increase skills for new technologies and changes, control costs, and improve flexibility, orientation, performance evaluation, and quality. Training involves determining needs, setting objectives, choosing methods, implementing programs, and evaluating outcomes. This benefits companies through
The document discusses employee involvement, which is defined as direct participation of staff in helping an organization achieve its mission through applying their own ideas and expertise. It describes levels of involvement from high involvement with complete decision-making power to selective consultation. Major forms are listed as participative management and representative participation. McGregor's Theory X sees workers as disliking work while Theory Y views workers as deriving satisfaction from work and being able to solve problems creatively. Herzberg's two-factor theory is also referenced. Key actions for implementing involvement include giving employees responsibility, training, communication, and rewards. Outcomes are said to include improved work attitudes.
The document outlines Pump Corporation's talent acquisition strategy using Soft Systems Methodology. It discusses defining and understanding the problem situation of acquiring global talent in a timely manner. It expresses the complex problem situation using various subsystems and interdependencies. Conceptual models are built to show the relationship between business requirements, internal talent pools, external hires, and turnover. The models are then compared to the real world problem expression. Finally, recommendations for action are developed, including establishing an employment brand, targeting talent pools, improving selection competency, and aligning workforce planning with future requirements.
Introduction to HR Management and HR Management Process for beginners. What is HR Management? Key focused areas under HR Management is discussed under the study.
The document discusses strategies for efficiently identifying talent, managing high application volumes, and improving conversion rates and time-to-fill for job openings. It proposes an automated process involving prescreening questions, online interviews, phone screens, and networking events to qualify candidates, with the goal of reducing time-to-fill and costs while improving hiring quality and client satisfaction. Key aspects include building talent pools, screening out unqualified applicants, mapping candidates to current and future roles, and providing timely feedback.
Talent acquisition,definition,sources of recruitment,action steps in recruitm...Devika A K
Talent acquisition,definition,sources of recruitment,action steps in recruitment,alternatives to recruitment, selection process,orientation and induction, induction process.
This document provides tips for improving team performance from H. Surya Priya of Altacit Global. It discusses analyzing team dynamics, creating a good work environment, setting goals, motivating team members through praise and recognition, providing feedback, leading by example, effective communication, delegation, holding team members accountable, maintaining a balanced approach through fun activities, and running effective team meetings. The overall document offers guidance to team leaders on various aspects of managing teams to optimize performance.
Identifying & retaining talents in workplaceAltacit Global
The document discusses identifying and retaining talents in the workplace. It provides information on Altacit Global, including their addresses and contact details in Chennai, Bangalore, and Coimbatore. It then discusses various ways to identify talents, such as through career development plans, training needs assessments, and considering both current and future skills. It also outlines characteristics of "superstar" employees and retention tools related to motivation, training, opportunities, compensation, and engagement.
This document discusses the emerging challenges in human resource management (HRM). It identifies several key challenges facing HRM professionals, including globalization, workforce diversity, technological advances, changes in the political and legal environment, changes in the economic environment, and increased mobility of professional personnel. The document then discusses various methods that HRM can use to overcome these challenges, such as cross-cultural training, technological and information training for HR staff, motivating employees through both financial and non-financial means, and implementing proper performance evaluation and career development systems.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
The document discusses recruitment policies, methods, and procedures. It begins by outlining learning objectives around describing the purpose of recruitment, explaining recruitment policies and processes, identifying components of good policies, and familiarizing sources and methods. It then defines recruitment and discusses the purpose and importance of having recruitment policies. Key points made include attracting candidates, creating talent pools for selection, determining staffing needs, and meeting legal obligations. The document also outlines factors affecting policy, components of policies, the recruitment process, and methods of recruitment including internal and external approaches. It closes by discussing advantages and disadvantages of different recruitment methods.
This document discusses recruitment, selection, and retention processes. It covers the key topics of recruitment methods and sources, selection criteria, the relationship between recruitment success and selectivity, and the role of retention in matching employees, jobs, and organizations. Recruitment aims to source qualified candidates, selection identifies the most suitable from applicants, and retention is impacted by selection quality through good job-employee matches that increase longevity. The processes are integrally related for building an efficient workforce.
Organizational development is a collection of change methods aimed at improving organizational effectiveness and employee well-being through planned, comprehensive, long-range, and dynamic changes with participation from change agents. Some key goals of organizational development include emphasizing humanistic values, treating individuals as complex people, and increasing trust, enthusiasm, and responsibility among members. Common organizational development interventions include sensitivity training, team building, survey feedback, and process consultation. The organizational development process involves evaluation, intervention, problem identification, planning for change, and continuous data collection and management.
The document covers the following topics related to human resource management (HRM):
- An introduction to management, organization, and the evolution and history of HRM
- The objective of HRM and important terminology
- A definition of HRM and how it represents the strategic deployment of human resources
- The history and evolution of HRM, from personnel management to its recognition as a profession
- The objectives of HRM from societal, organizational, functional, and personal perspectives
- An overview of the evolution of HR practices in Bangladesh and areas that can be improved
The document outlines a recruitment strategy with the goals of aligning recruitment with business plans, defining processes for attracting top talent at different levels, and establishing a talent acquisition strategy. It discusses recruiting top and senior leaders from direct sources, campuses, and job sites. The strategy aims to build the best employer brand, clearly define job requirements, select candidates based on qualifications and culture fit, and attract entrepreneurial people through opportunities for learning, growth, and equity compensation.
Unit- 1. Performance Management and reward systems in Context Preeti Bhaskar
This document provides an overview of performance management. It begins by defining performance management as identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that performance management involves ongoing feedback to improve performance while appraisal assesses strengths and weaknesses annually. The document outlines contributions and disadvantages of performance management systems, defines reward systems, and describes the roles and ideal characteristics of an effective performance management system.
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
This chapter introduces human resource management and its role in organizations. It discusses how HR helps companies achieve their strategic goals by engaging employees and influencing their behaviors. The chapter outlines the responsibilities of line managers, who oversee employees, and staff (HR) managers, who assist and advise line managers. It also describes metrics and measurements that are important for evaluating HR's contribution to organizational outcomes.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Recuitment and selection process in the firm or company by the HR department, sources of recruitment: internal and external methods, test and interviews inductions, training and placements.
HRM developed in the early 20th century to help companies manage their workforces more strategically in response to increasing competition. HRM handles important functions like recruitment, personnel activities, industrial relations, and legislation compliance. The first personnel management department was created at NCR in the early 1900s to deal with grievances, training, and new employment laws. HRM focuses on developing strategy, compensation, benefits, safety, liability, training, development, and employee satisfaction. Training programs aim to reduce turnover, increase skills for new technologies and changes, control costs, and improve flexibility, orientation, performance evaluation, and quality. Training involves determining needs, setting objectives, choosing methods, implementing programs, and evaluating outcomes. This benefits companies through
The document discusses employee involvement, which is defined as direct participation of staff in helping an organization achieve its mission through applying their own ideas and expertise. It describes levels of involvement from high involvement with complete decision-making power to selective consultation. Major forms are listed as participative management and representative participation. McGregor's Theory X sees workers as disliking work while Theory Y views workers as deriving satisfaction from work and being able to solve problems creatively. Herzberg's two-factor theory is also referenced. Key actions for implementing involvement include giving employees responsibility, training, communication, and rewards. Outcomes are said to include improved work attitudes.
The document outlines Pump Corporation's talent acquisition strategy using Soft Systems Methodology. It discusses defining and understanding the problem situation of acquiring global talent in a timely manner. It expresses the complex problem situation using various subsystems and interdependencies. Conceptual models are built to show the relationship between business requirements, internal talent pools, external hires, and turnover. The models are then compared to the real world problem expression. Finally, recommendations for action are developed, including establishing an employment brand, targeting talent pools, improving selection competency, and aligning workforce planning with future requirements.
Introduction to HR Management and HR Management Process for beginners. What is HR Management? Key focused areas under HR Management is discussed under the study.
The document discusses strategies for efficiently identifying talent, managing high application volumes, and improving conversion rates and time-to-fill for job openings. It proposes an automated process involving prescreening questions, online interviews, phone screens, and networking events to qualify candidates, with the goal of reducing time-to-fill and costs while improving hiring quality and client satisfaction. Key aspects include building talent pools, screening out unqualified applicants, mapping candidates to current and future roles, and providing timely feedback.
Talent acquisition,definition,sources of recruitment,action steps in recruitm...Devika A K
Talent acquisition,definition,sources of recruitment,action steps in recruitment,alternatives to recruitment, selection process,orientation and induction, induction process.
This document provides tips for improving team performance from H. Surya Priya of Altacit Global. It discusses analyzing team dynamics, creating a good work environment, setting goals, motivating team members through praise and recognition, providing feedback, leading by example, effective communication, delegation, holding team members accountable, maintaining a balanced approach through fun activities, and running effective team meetings. The overall document offers guidance to team leaders on various aspects of managing teams to optimize performance.
Identifying & retaining talents in workplaceAltacit Global
The document discusses identifying and retaining talents in the workplace. It provides information on Altacit Global, including their addresses and contact details in Chennai, Bangalore, and Coimbatore. It then discusses various ways to identify talents, such as through career development plans, training needs assessments, and considering both current and future skills. It also outlines characteristics of "superstar" employees and retention tools related to motivation, training, opportunities, compensation, and engagement.
Proofing, comments and protect document in ms wordAltacit Global
The document describes the features available under the Proofing tab in Microsoft Word 2007, including spelling and grammar checking, research tools, thesaurus, translation, comments, and options to protect documents from unauthorized editing. Key features covered are spelling and grammar checking, using research sites, finding synonyms with the thesaurus, translation to other languages, adding and navigating comments, and limiting document formatting when protection is enabled.
This document discusses the trademarking of hashtags. It provides background on what a hashtag is and how it is used in social media. It then discusses some key points around trademarking hashtags, including that hashtags alone are not patentable or copyrightable but can be trademarked. It outlines the USPTO's definition of hashtag marks and conditions for trademarkability.
This document provides contact information for the company Altacit, including addresses and phone numbers for their offices in Chennai, Bangalore, and Coimbatore, as well as their email and website. It also includes several sections about employee involvement, defining it, discussing methods and benefits of involvement, and concluding that effectively engaging employees is important for organizational success.
The document contains information about Altacit, an organization that provides technology transfer services. It lists their office addresses and contact details in Chennai, Bangalore, Coimbatore, and Hyderabad. It then discusses definitions, methods, pros and cons, financial implications, and the conclusion that technology transfer plays an important role in development.
The document discusses wrongful termination and the various types of wrongful termination claims an employee can make against an employer. It provides information on the different types of wrongful termination including discrimination, retaliation, and constructive discharge. It also summarizes the damages available to employees who successfully sue their employer for wrongful termination such as back pay, lost benefits, emotional distress damages, and punitive damages depending on the legal claims. The document is published by Altacit Global and discusses wrongful termination laws and remedies.
This document contains contact information for the company Altacit in various cities across India, including Chennai, Bangalore, Coimbatore, and Hyderabad. It also lists an email address and website. The document then provides information on IP valuation and IP audits, including definitions of key terms, factors that influence IP value, common uses of IP valuation, and benefits of conducting IP valuations.
Themes, page setup, page background, paragraph and arrange in word 2007Altacit Global
The document discusses various formatting and design tools available in Word 2007 including themes, page setup, page background, paragraph formatting, and arranging objects. It provides examples and explanations of tools for applying themes, setting margins and orientation, adding watermarks and page colors, indenting paragraphs, positioning objects, and more. The document is intended as a guide to formatting and styling documents in Word 2007.
The document discusses business method patents, which protect novel ways of conducting business. It provides examples of business method patents, such as Amazon's 1-click ordering patent. It outlines the requirements for a business method patent, including being useful, novel, and non-obvious. The legality of business method patents varies by jurisdiction, with the US allowing them but India and the EU prohibiting patents for business methods or algorithms alone.
Woman director under the Indian companies act, 2013Altacit Global
The document discusses the key provisions around directors under the Companies Act 2013. Some of the main points discussed include: the Act requires listed companies to have at least one woman director; it introduces requirements around resident directors, independent directors, and maximum number of directorships; and discusses classification of directors and key aspects around appointment and liability of directors.
The document discusses various features in Microsoft Word including pages, tables, illustrations and charts. It describes how to insert cover pages, page breaks, blank pages, tables to organize data, Excel spreadsheets, predesigned tables, pictures, clipart, shapes, SmartArt, and charts to visualize data. Examples are provided on how to create tables and line charts to present information.
The document discusses customer relationship management (CRM) systems and their objectives. It defines CRM as methods and technologies used by companies to manage relationships with clients. It describes a CRM system as a computer-based system used to manage customer data and processes throughout the customer lifecycle. The objectives of CRM systems are simplifying marketing/sales, improving call center efficiency, providing better customer service, and discovering/retaining customers.
The document discusses a legal case between Dabur India and Rajesh Kumar regarding alleged trademark and design infringement. Dabur claimed the defendants were imitating their registered bottle design for hair oil. However, the court found the bottles were significantly different and the defendant's purpose was also different. It ruled no prima facie infringement and denied the injunction against the defendant. The conclusion stresses designs must be novel and registered in detail to receive protection.
The document discusses copyright issues that have arisen in the digital era. It covers topics like how digital technologies have impacted traditional copyright concepts, prominent copyright issues classified into three groups, and techniques developed to protect copyrighted works digitally like digital rights management, access controls, encryption, and digital watermarking. The document also discusses provisions in Indian copyright law addressing emerging digital copyright concerns.
This document discusses tracking changes and protecting documents in Microsoft Word 2007. It explains how to track changes using the Review tab, view changes in different modes, and protect a document by limiting formatting to selected styles. The document contains examples demonstrating how changes appear.
Table of contents, footnote & endnote in ms wordAltacit Global
This document provides instructions on how to create a table of contents, footnotes, and endnotes in Microsoft Word. It explains that the table of contents feature is located in the References tab and can be generated by applying styles and headings to a document. Footnotes and endnotes are created using the Insert Footnote and Insert Endnote buttons in the References tab and involve linking reference marks in the text to corresponding notes. Shortcut keys are also provided.
This document discusses lists and sorting in Microsoft Word. It describes the two types of lists - ordered and unordered lists, and how to create them using shortcuts. It also discusses how to sort items in ascending or descending order. Multi-level lists and examples of bullet points and numbers are provided.
This document provides information about exit interviews conducted by the company Altacit, which has offices in multiple Indian cities. It defines what an exit interview is, discusses reasons to conduct them, different methods for exit interviews, and how Altacit currently conducts exit interviews and could improve the process. It also introduces an alternative approach called a "stay interview".
This document discusses how to create and format lists in Microsoft Word. It describes the two types of lists - ordered and unordered lists, and how to create them using shortcut keys. Multi-level lists and sorting lists in ascending or descending order are also covered. Contact and location details for Altacit offices in Chennai, Bangalore and Coimbatore are provided.
Similar to Organization development techniques (20)
The document outlines key details from the draft Unmanned Aircraft System Rules, 2020 released by the Directorate General of Civil Aviation (DGCA) of India. Some of the major points covered in the draft rules include requiring prior authorization for manufacturing, importing, owning and operating drones; eligibility conditions for authorization; insurance requirements; rules around carrying payloads and restrictions on photography; and the framework for establishing drone ports and corridors. The document also discusses definitions related to unmanned aircraft systems and drones, categories of drones based on weight, and potential future areas where drones may be used such as for BVLOS (Beyond Visual Line of Sight) operations and delivery of goods.
The document discusses the issue of sexual harassment during work from home arrangements brought about by the COVID-19 pandemic. It notes that while employees are physically at home, they are still considered to be in the workplace as per law. Virtual forms of harassment can include inappropriate clothing or behavior during video calls, sending unwanted pictures, or demanding late night calls from female employees. Maintaining professional standards of conduct and being sensitive to how actions could make others uncomfortable are important to prevent virtual harassment during the pandemic.
Information technology guidelines for intermediaries and digital media ethics...Altacit Global
The document provides an overview of the Information Technology (Intermediary Guidelines and Digital Media Ethics Code) Rules, 2021 notified in India.
The key points are:
1. The Rules regulate intermediaries, social media intermediaries, publishers of news/current affairs content, and online curated content publishers.
2. For intermediaries, the Rules prescribe due diligence requirements around user notifications, content takedowns, grievance redressal etc.
3. Significant social media intermediaries must comply with additional obligations regarding local presence, identification of originators, monthly compliance reports etc.
Returns and refunds consumer protection actAltacit Global
This document provides information on the Consumer Protection Act 2019 in India including key definitions, rights of consumers, refund and cancellation policies, and product liability. It discusses that the Act aims to protect consumer interests and provide effective resolution of disputes. Some key points covered include definitions of consumer and consumer rights, time limits for returns, no-cost returns, and provisions for product manufacturer liability for defects. Contact information is also provided for multiple locations of the company.
This document discusses the rights of the unborn child under various statutes in India. It summarizes key provisions from several acts and codes:
- The Limitation Act 1953 considers an unborn child as a minor for the purposes of filing legal claims.
- The Indian Succession Act 1925 defines a minor as under 18, implying an unborn child is also considered a minor.
- The Indian Penal Code 1860 criminalizes causing miscarriage or death of an unborn child in certain situations.
- The Hindu Succession Act 1956 grants an unborn child equal inheritance rights as a born child for intestate succession.
The document analyzes how different laws in India implicitly or explicitly recognize various rights
This document provides contact information for various offices of Altacit, an organization based in India. It then discusses the grounds for divorce under Hindu marriage law in India. The key grounds covered are adultery, cruelty, desertion, conversion, insanity, renunciation, and presumption of death. Examples are provided for what constitutes each ground. It is noted that leprosy and venereal diseases were removed as grounds in 2015 at the suggestion of the UN.
This document provides information about alimony laws in India. It defines alimony as the right to receive maintenance after divorce. The main purposes of alimony are to prevent unfair financial impacts of divorce and allow a spouse to maintain their standard of living. The two types of alimony are interim and permanent. When determining alimony amounts, courts consider factors like earnings, marriage length, misconduct, and standard of living. Alimony is governed by different laws for Hindus, Muslims and other religions.
This document discusses different types of patent licensing. It defines patent licensing as granting permission to a third party to use, sell, and benefit from a patented invention in exchange for royalty payments. There are several types of patent licenses: exclusive licenses grant all rights except title to one licensee; non-exclusive licenses allow a patent owner to grant rights to multiple parties; sub-licenses are granted by licensees to third parties; and cross-licenses allow an exchange of licenses between companies. The document also discusses advantages like risk transfer and access to global markets, as well as challenges like loss of control and difficulty finding licensees.
This document summarizes surrogacy laws in India. It begins by defining surrogacy and explaining the different types, including traditional vs gestational and altruistic vs commercial. It then discusses the history and origins of surrogacy and assisted reproductive technology. The document analyzes India's Assisted Reproductive Technology Regulation Bill of 2010 and 2016, highlighting relevant sections that regulate surrogacy clinics, create oversight boards, ban commercial surrogacy, and penalize violations. Both the pros and cons of the bills are discussed. While banning commercial surrogacy aims to reduce exploitation, it also limits an industry that boosts India's economy. The conclusion acknowledges this is a start but flaws need addressing before the bill becomes law.
This document provides information about IRS Form W-9, including how it is used, how to complete it, acceptable filing methods, and its role in the tax filing process for independent contractors and self-employed individuals. Form W-9 is used by businesses to request taxpayer identification information from contractors to file 1099-MISC tax forms. It can be completed on paper or electronically, and helps payees avoid backup withholding by certifying they are not subject to it. Completing a W-9 is the first step for self-employed workers to have their tax returns filed.
Tamilnadu regulation of rights and responsibilities of landlords and tenants ...Altacit Global
The document discusses the key aspects of the Tamil Nadu Regulation of Rights and
Responsibilities of Landlords and Tenants Act 2017, which was enacted to regulate rental
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Requirements for operation of civil remotely piloted aircraft systemAltacit Global
The document summarizes India's new Drone Regulation policy released by the Directorate General of Civil Aviation (DGCA) in August 2018. Some key points:
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- It establishes eligibility criteria for drone pilots, categories of drones based on weight, and restricted "red" and regulated "yellow" zones for drone flights.
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Rights of employees under insolvent companiesAltacit Global
This document provides contact details for various offices of a company called Altacit located across different cities in India. It also provides the company's email address and website. The subsequent paragraphs discuss provisions of the Insolvency and Bankruptcy Code, 2016 (IBC) related to the rights of employees under the code. It defines key terms like financial creditor, operational creditor, financial debt and operational debt. It explains that employees are considered operational creditors under IBC and unpaid salaries would be treated as operational debt. It discusses the process for initiation of Corporate Insolvency Resolution Process by an operational creditor as provided in the code.
The document discusses the doctrine of originality in copyright. It provides details on the tests used to determine if a work is original and eligible for copyright protection including the sweat of the brow test, modicum of creativity test, and skill and judgement test. It also outlines the requirements for originality which include independent creation by the author with a minimal level of creativity. Indian law focuses on whether the author exercised skill and judgement in creating the work.
This document outlines the process for restoring a lapsed patent in India. It discusses how a patent owner can file an application for restoration within 18 months of the patent lapsing due to non-payment of renewal fees. The application must show the failure to pay was unintentional and there has been no undue delay. It describes the publication, opposition, and hearing process and notes restored patents include provisions to protect intervening users.
This document discusses celebrity rights in India. It begins with an introduction to celebrity rights as a significant development in intellectual property law that allows celebrities to benefit financially from their public image and prevent unauthorized commercial use. It then outlines the different types of celebrity rights, including personality rights, privacy rights, and publicity/merchandising rights. Key cases related to celebrity rights in India are also summarized. The document concludes by stating the need for specific celebrity rights legislation in India to protect celebrities while also respecting privacy and fundamental rights.
The Technology Development Board (TDB) of India was established in 1996 to promote development and commercialization of indigenous technology. It provides financial assistance in the form of equity, loans, and grants to industrial companies and research institutions. TDB aims to support innovative projects, foster partnerships between industry and research organizations, and help create new jobs through technological development. It receives funds from government grants and recoveries and operates with the goal of making India a global leader in technology and innovation.
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This document contains contact details for various offices of a company located in Chennai, Bangalore, Coimbatore, Hyderabad, and Cochin. It also contains a brief summary of key aspects of insider trading regulations in India such as the definition of an insider, connected person, unpublished price sensitive information, what constitutes trading, the role of compliance officer in monitoring insider trading, and the concept of trading plans.
The document discusses the legality of cryptocurrency in India. It provides an overview of cryptocurrency and important ones like Bitcoin. It outlines the Indian government's stance, including a past ban on cryptocurrency trading by the Reserve Bank of India. The legality of cryptocurrency in India remains unclear as the government works to establish a legal framework, but some existing laws around payments and securities may apply.
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Organization development techniques
1. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
2. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
What is organization ?
3. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
A setup which brings individuals
together from different
backgrounds, varied interests &
specializations on a common platform
for them to work as a single unit &
achieve certain predefined goals is
known as organization.
4. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
WHAT IS ORGANISATIONAL DEVELOPMENT?
Organisational development is a collection
of change method that try to improve
organisational effectiveness and employee
well –being.
A planned, organization wide, continuous
process designed to improve
communication, problem solving &
learning through the application of
behavioral science knowledge..
5. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Process of organisational
development
6. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Organizational Development
Techniques
It includes :
1.Diagonostic Activities
2.Team Building
3.Survey Feedback
4.Education
5.Techno Structural Activities
6.Coaching & Counseling
7. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Diagnostic Activities
1. An organization development diagnosis analyses
the current condition of an organization.
2. To carry out this diagnosis,managers use
questionnaires,opinion or attitude
surveys,interviews & meetings to assess various
characteristics of the organization.
3. The results of this diagnosis may generate
profiles of the organization activities,which can
then be used to identify problem areas in need
of correction.
8. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Team Building
9. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Survey Feedback
10. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Education
Educational activities focus on class room training.
Although such activities can be used for technical
or skill replaced purposes, an organizational
development educational activity typically
focuses on sensitivity skills that is, it teaches
people to be more considerate & understanding
of the people they work with.
Participants often go through a series of role
playing exercises to learn better how others in the
organization feel.
11. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Techno structural activities
It is concerned with the inter
relationship of design & technology
of the organization.
A structural change can increase in
decentralization job design change
such as increase in the use of
automation & a technological change
involving a modification in work flow.
12. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Coaching & Counseling
Coaching & Counseling provides non
evaluative feed back to individuals
The purpose is to help people develop a
better sense of how others see them &
learn behaviors that will assist others in
achieving their work related goals .
The focus is not on how the individual is
performing today; instead it is on how the
person can perform better in the future.
13. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
SUMMARY
OD Effort
is a planned change
involves the total system
managed with total acceptance and commitment of the
top management
is designed to improve organisational effectiveness
makes use of behavioural science knowledge
is in terms of intervention at the task or structure
or technology or people level
is an ongoing process and long term process
relies primarily on experiential learning
uses an action research intervention mode
14. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com
Summary contd…...
OD can make aOD can make a
differencedifference
• Good understandingGood understanding
• Proper responseProper response
• AdaptabilityAdaptability
15. CHENNAI
3rd Floor, ‘Creative Enclave’,
148-150, Luz Church Road,
Mylapore,
Chennai - 600 004.
Tel: +91 - 44 - 2498 4821
BANGALORE
Suite 920, Level 9,
Raheja Towers,
26-27, M G Road,
Bangalore - 560 001.
Tel: +91 - 80 - 6546 2400
COIMBATORE
#1533, Trichy Road,
Coimbatore, India – 641018.
Tel: +91 - 422 – 6552921
EMAIL
info@altacit.com
WEBSITE
www.altacit.com