Sunder singh had studied only up to high school. he was now 32 years of age, lived alone in a rented room, and worked together eight hour shift at on e petrol pump
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China and the 8 Dragons – A primer for multinational corporations seeking a f...Infosys
Despite China making gigantic strides of progress, the outsider's view of that country's business environment is still dominated by exotic descriptions. The author, an Infosys Vice President and Building Tomorrow's Enterprise Expert – who has experienced China firsthand in the last five years – dispels many of the myths around China in what could be considered 'A primer for multinational corporations seeking a foothold in China'.
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China and the 8 Dragons – A primer for multinational corporations seeking a f...Infosys
Despite China making gigantic strides of progress, the outsider's view of that country's business environment is still dominated by exotic descriptions. The author, an Infosys Vice President and Building Tomorrow's Enterprise Expert – who has experienced China firsthand in the last five years – dispels many of the myths around China in what could be considered 'A primer for multinational corporations seeking a foothold in China'.
Maryland Association of CPAs special edition town hall / Professional Issues Update for Business, Industry, Education, Government & NFP CPAs. Delivered to 200+ CFOs, Controllers, CPA Decision-makers on March 21, 2012 in Timonium, Maryland.
What does a global finance team think about the future of the CPA Profession and the organizations that serves them?
Tom Hood, CPA, CITP, CGMA shares his insights about the trends and issues facing the CPA Profession on a global, national, and local level. He draws on experience designing and facilitating future forums for the CPA Horizons 2025 Project. Talks about legislation and advocacy for professional standards along with the latest trends and issues facing all of us. He closes with tips on maximizing your career trajectory via The Bounce!
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Becoming an Enterprise SaaS Company | DecisionDesk @ TechPintJohn Knific
DecisionDesk has been through a big journey, starting as a college B2C startup idea, turned successful SMB B2B SaaS product, with an eventual large pivot into Enterprise SaaS servicing the Education market. This is a compilation of lessons learned, originally shared at the December @TechPintNews in Cleveland
How to Build the Business of the Future v2Kyle Lacy
This is the second presentation of Closing the Knowledge Divide. This version was used for the Quality Associates user conference on June 15th in Washington DC.
Maryland Association of CPAs special edition town hall / Professional Issues Update for Business, Industry, Education, Government & NFP CPAs. Delivered to 200+ CFOs, Controllers, CPA Decision-makers on March 21, 2012 in Timonium, Maryland.
What does a global finance team think about the future of the CPA Profession and the organizations that serves them?
Tom Hood, CPA, CITP, CGMA shares his insights about the trends and issues facing the CPA Profession on a global, national, and local level. He draws on experience designing and facilitating future forums for the CPA Horizons 2025 Project. Talks about legislation and advocacy for professional standards along with the latest trends and issues facing all of us. He closes with tips on maximizing your career trajectory via The Bounce!
Similar to Sunder singh had studied only up to high school. he was now 32 years of age, lived alone in a rented room, and worked together eight hour shift at on e petrol pump
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Becoming an Enterprise SaaS Company | DecisionDesk @ TechPintJohn Knific
DecisionDesk has been through a big journey, starting as a college B2C startup idea, turned successful SMB B2B SaaS product, with an eventual large pivot into Enterprise SaaS servicing the Education market. This is a compilation of lessons learned, originally shared at the December @TechPintNews in Cleveland
How to Build the Business of the Future v2Kyle Lacy
This is the second presentation of Closing the Knowledge Divide. This version was used for the Quality Associates user conference on June 15th in Washington DC.
DepartmentBLAW 201ETHICS ASSIGNMENTFall 2012Due Date .docxtheodorelove43763
Department
BLAW 201
ETHICS ASSIGNMENT
Fall 2012
Due Date:
For this assignment, you will consider the consequences of acting ethically or unethically. After carefully reading the supplemental ethics materials (Jennings handout), discuss fully the ethical issues related to this case. (1) Categorize the ethical dilemma(s), (2) examine the matter from other perspectives, (3) describe any possible rationalizations, and finally, (4) use at least one of the ethics models to resolve the situation.
You will also be graded on grammar, spelling and punctuation. Your answer must be typed (double-spaced, font size 12) and between 500 to 1000 words in length. This assignment is to be added to your “My Life Folio” file (if you are a LeBow student). All other students can add this to their writing portfolio.
GRADING RUBRIC
Writing assignments will be graded on the depth of the arguments, the analysis, coherence, and editing (grammar and mechanical correctness).
The Case
The Association for Competitive Technology (ACT) is a trade group funded largely by Microsoft Corporation. During Microsoft’s antitrust trial, ACT was active in public relations as it worked to convince everyone from the public to members of Congress that the antitrust case would thwart innovation in computers, software, and their uses.
Lawrence J. Ellison, chairman of Oracle Corporation, a software manufacturer and fierce Microsoft competitor, was concerned that the public might not understand that ACT was funded by Microsoft and was not truly an independent group. Through Oracle, Mr. Ellison hired Group International, a private investigation firm, to find information tying Microsoft to ACT. Mr. Ellison described his hiring of Group International as his “civic duty.”
Shortly after Group International (GI) was hired by Oracle, janitors working the night shift at the offices of ACT were offered $50-$60 each by Blanca Lopez, a woman working for GI, if they would turn over ACT’s trash to her rather than dumping it. The janitors refused, and Ms. Lopez returned the next evening and offered them $500 each for the trash plus $200 extra to the supervisor if he could convince the janitors to cooperate. All of the staff declined the money. Ms. Lopez left them her card, explaining that she was working on a criminal case, and asked them to call if they changed their minds. When the janitors disclosed what had happened, the investigator was traced back to Mr. Ellison who said, “All we did was to try to take information that was hidden and bring it into the light. I don’t think that’s arrogance. That’s a public service.”
Do you think what Oracle, Mr. Ellison, and Ms. Lopez did was ethical?
REW ARD AND COMPENSATION STRATEGY: ISSUES AND
CHALLENGES
Sami A. Khan
The procurement, development and retaining of employees have never been so
important than today in most of the organizations worldwide. Companies are
relentlessly searching for ways to retain their core employees. Understa.
Your company's identity (what you do) and implementation (how you do it) should be closely linked. Here are the precepts to keep in mind as you bring them together: Aim high. Build on your strengths. Be ambidextrous (sophisticated at both strategy and execution). Clarify everyone's strategic role. Align structures to strategy. Transcend functional barriers. Become a fully digital enterprise. Keep it simple, sometimes. Shape your value chain. And cultivate collective mastery. Do all those things, and your company will be on its way to effectively executing its strategy.
Compilation of interviews with CEO's of small and mid sized companies on the top issues they're facing. Includes tips and tools any business owner can put to work in their own business.
Presentation by Sue Weiler-Doke, senior consultant, D.Brown Management, on the construction industry work force crisis. Presentation delivered on Nov. 6, 2019 at the California Asphalt Pavement Association Fall Asphalt Pavement Conference in Sacramento, Calif.
Building a Culture of Resilience in a Digital World- Nigel Dalton (ThoughtWor...Thoughtworks
After spending six years at REA, and over twenty-five years across multi-nationals and startups, Chief Inventor Nigel Dalton shares his view on management’s role in creating a culture of resilience.
At REA, implementing change or seeking innovation or invention is not viewed as a one-time ‘transformation project’. In this environment, individuals and teams can unleash their energy and creativity to solve problems for customers. The cycle of continuous improvement delivers new insights back to management, sometimes prompting the fundamentals (such as strategy or structure) to be revisited.
Nigel shares the lessons learned in developing the model that has allowed REA to adapt and thrive in today’s digital marketplace.
The presentation was shown during a workshop on "Entrepreneurial Thinking" at IEEE Chennai Chapter on 29th Dec 2012
Similar to Sunder singh had studied only up to high school. he was now 32 years of age, lived alone in a rented room, and worked together eight hour shift at on e petrol pump (20)
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
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How to Make a Field invisible in Odoo 17Celine George
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Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Sunder singh had studied only up to high school. he was now 32 years of age, lived alone in a rented room, and worked together eight hour shift at on e petrol pump
1. Assignment Solutions, Case study Answer sheets
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Organizational Behaviour
Case Studies(20Marks)
Introduction: XYZ -An Organizational Perspective
The Pre-OD Scenario:Our Strengthsand Areas ofConcernIn the years 1990-91 XYZ had grown into the largest Indian HARDWARE
company with revenues of over Rs. 1100 crores and racing towards achieving its vision of being global top ten. As pioneers in the
industry,XYZ’s strengthsincluded on time delivery,premier position in the industryin terms ofrevenues,focus on training programs,
quality initiatives,use ofgood technicaltools and procedures and encouragement of individual excellence in performance.However,
XYZ’s was also,at that point in time, grappling with a few areas ofconcern with regard to its operationalparadigm.Mounting revenue
pressures:The pressure to retain its strongpremier position led the organization to tend towards short- termrevenues, and relatively
lesserefforts were being put into mediumand longtermmarkets and activities (such as products and building up knowledge). Though
XYZ’s built relationshipswith individualcustomers,Relationship Managers largely tendedto focus on obtaining short-termprojects –
there was lesser investment on aligning to long-termobjectives of customers. The approach, by and large, was of reactive pro ject
management and we were yet to espouse the approachofarchitectingproactivesolutions forthe customer.Selectivity in projects:There
was a tangible tensionat,XYZ’s between generatingrevenues and organizing strategically,on basis oftechnologyand busines s areas,
impacting selectivity in projects accepted. Pressures from customers on schedules was res ulting in faster delivery and hence,
snowballing into furtherpressure on future schedules. Focus on specialization: There was diffusion of expertise and we were yet to
focus on building strategic expertise in individual centers. Employees were rotated across domains and skills in the interest of learn
ability as well as for meeting requirements. In a sense, there was heightened focus on Voice of the Customer, in comparison t o the
Voice of Employee. Efforts on Experimentation & Innovation:The management at XYZ’s felt that by and large, employees tended to
go straight by the book.Though Dr.De Bono’s techniques were introduced and employees trained on these techniques to encoura ge
innovation,there was a need to scale up on perceivedrewards forexperimentation.Rewards andRecognitions:The reward structure at
XYZ’s was, at this point in time, primarily focused on individual performance and we were yet to explore the institutionalization of
team based rewards at the organizational level. Inter group co-ordination & knowledge sharing: Sharing of knowledge was very
centre-oriented, and although, informally, best practices spread by interaction and word of mouth, we were yet to evolve a fo rmal
systemwhich would capture these forease ofreplication across projects.Multiple centers and multiple projects within the same centre
ended up resolving the same sort ofissues,resultingin avoidable rework.Branding and PR:Image building endeavors were not yet an
area of focus and,in a subtle way,this affected the sense of pride of employees. Among educational institutions, this meant greater
difficulty in terms ofattracting quality talent,which furtheraggravated stress among thefewkey performers in the organization.By the
year2002, management felt the consciousneed to bringin changes in our3 | P a g e approach to the aforementioned areas, in order to
align more closely with the customer, business and market requirements at an organizational level.
Answer the following question.
Q1. List the various reasons in Organization xyz , which lead to its development?
Q2. If the organization hadnot invested in its employee, would they have developed?
Q3. Site few examples of Indian companies, similar to XYZ mentioned above?
Q4. What would have been the drawback of the XYZ Company prior to 1991?
2. 3/9/2017 Aeren Foundation
Case (20Mar
ks)
4. Dolly Daleja continuedto drumher fingers on her desk. She had a real problemand wasn’t sure what to do next. She had a lot of
confidence in SunnyMaster,but she suspected she was about the lastpersonin the office who did.Perhaps ifshe ran through the entire
story again in hermind she would see the solution.Dolly Raheja had been distributionmanagerforRaheja Industries foralmost twenty
years.An early brush with the lawand a short stay in prison hadmade herrealize the importance ofhonestyand hardwork. Raheja had
given hera chance despite herrecord,andDolly Raheja had made the most ofit. She nowwas one of the most respected managers in
the company. Few people knew her background. Dolly Raheja had hired Sunny Master fresh out of prison sixmonths a go. Dolly
Raheja understood howSunnyMaster felt when Sunny Master tried to explain his past and asked for another chance. Dolly Raheja
decided to give himthat chance justas Henry Raheja had givenherone.Sunny Mastereagerly accepteda job on the load ing docks and
could soonload a truckas fast as anyone in the crew.Things had gonewellat first.Everyone seemed to like Jack,and he made several
newfriends.Dolly Raheja had been vaguely disturbedabout two months ago,however,when another dock worker reported his wallet
missing.She confrontedSunny Masteraboutthis andwas reassured when Sunny Master understood her concern and earnestly but
calmly asserted his innocence. Dolly Raheja was especially relieved when the wallet was found a few days later. The events of last
week, however,had causedserious trouble. First, a new personnel clerk had come across records about Jack’s past while updat ing
employee files. Assuming thatthe information was common knowledge, the clerk had mentioned to several employees what a good
thing it was to give ex-convicts like Sunny Mastera chance.The next day,someone in bookkeeping discovered some money missing
from petty cash.Anotherworkerclaimed to have seen Sunny Masterin the area around the office strongbox, which was open during
working hours, earlier that same day. Most people assumed Sunny Master was the thief. Even the worker whose wallet had been
misplaced suggested that perhaps Sunny Master had indeed stolen it but had returned it when questioned. Several employees had
approached Dolly Raheja and requestedthatSunny Master be fired. To her dismay, Dolly Raheja found that rethinking the story did
little to solve his problem. Should she fire Sunny Master? The evidence, of course, was purely circumstantial, yet everybody else
seemed to see things quite clearly. Dolly Raheja feared that if she did not fire him, she would lose everyone’s trust and that some
people might even begin to question her own motives.
Answer the following question.
Q1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?
Q2. What should Dolly Raheja do?
Q3. Should she fire Sunny Master or give himanother chance? Explain your answer with reasons.
Q4. Explain the differing perceptions at Raheja Industries?
CASE (20Marks)
Tata Cummins Limited (TCL) is a 50-50 joint venture betweenTata Motors and Cummins Engine Co., Inc., USA. Tata Motors is the
largest manufacturer of commercial vehicles in India, and Cummins Engine Co. is the largest 200+ HP diesel engine manufacturer in
the world. The Joint Venture was incorporatedin October1993 and commercial productioncommenced on January 1,1996. The vis ion
of TCL is to be widely acknowledged and bench-marked as one of the best companies in the world. The company, thus,
abides by the following core values: - Care for customers Obsession for quality Care deeply about people Do what's right
and not what's convenient Guarantee product leadership Responsible citizenship Relentless improvement TCL is a QS 9000
company. TCL Jamshedpur boasts of state-of-the-art, fully air-conditioned diesel engine plant, with a computerized Building
Management System for safety and energy conservation. The plant has five major components manufacturing lines for Cylinder
Block, Cylinder Head, Connecting Rod, Crankshaft & Camshaft, with the best measuring and gauging instruments to assure
Consistent Quality. TCL has very strong systems and IT infrastructure for controlling and facilitating its operations. To further
increase overall efficiency and visibility of information, Oracle Applications and a web-based Supply Chain Management System
have been implemented in June 2000. ProductsThe lowemission DieselEngines manufactured by TataCummins are for use in a new
generation of Tata Motors Ltd's Mediumand Heavy Commercial Vehicles. The engines conformto EURO-I, EURO-II & EURO-III
standardsforemissions.The 78to 235 Horsepowerengines havea high powerto weight ratio and will enable Tata Motors Ltd. access
newmarkets worldwide with its advantage of emissions, power, oil consumption and durability. Plant Tata Cummins has a modern
manufacturing facility located adjacentto Tata Motors Ltd.,designed by Kevin Roche, John Dinkeloo Associates of USA and C. P.
Kukreja Associates of Delhi. The unique plant comprises a fully air-conditioned 182 x186 mbuilding with pre-cast concrete coffer
roofing and 15 x 15 m bays.The North and South walls are ofglazed curtain glass.Features such as a PLC controlled Fire Detection /
Suppression System, Skylights and Building Management Systemensures high levels of Safety and Energy efficiency. 5 | P a g e
Organizational Strategy At Tata Cummins, the organizational strategy is designed by the leadership teamwhich includes the to p
management and the departmentheads.The departmentgoals are then formulated in accordance with the organizational goals. Th ese
goals are reflected in a document called 'Goal-Tree'.The tree also contains the actionplan, the schedule for achieving the goals, and
the persons responsible for achieving them. As per the Goal-Tree, the three organizational goals for 2005 are: - Grow Sales to 853
crores Improve PBIT by 10% over last year and achieve 25% ROANA Achieve and Sustain the respect of all Stake Holders The
organizational goals are broken down to the strategies. The initiatives for implementing the strategies are then identified. The
responsibility forimplementing these initiativesis then assignedto respective departments. Further, the tentative deadlines are also
reflected. The targets are reviewed quarterly.
Answer the following question.
3. 3/9/2017 Aeren Foundation
Q1. Do the core values, really influence and have a impact on organizational development ?Explain.
Q2. Is organizational development depended internally on employees and externally influenced by customers? Discuss
Case (20Marks)
Sundersingh hadstudied only upto high school.He was now32 years ofage,lived alone in a rented room, and worked together eight
hourshift at on e petrolpump,then went to the otherone for another eight hour shift. He had a girlfriend and was planning to marry.
One day when he returned to work, he got a note fromhis girlfriend that she was getting married to someone else and he need not
botherher.This was a terrible shockto sundersingh and he fellapart.He stoppedgoingto work,spent sleepless nights, an d was very
depressed.Aftera month,he was runninglowon his savings and approached his earlieremployers to get back his job, but they would
not give hima secondchance.He had to quit his rented room,and sold thefew things that he had. He would do so me odd jobs at the
railway station orthe busterminus.One day,nearly two years ago,he was very hungry and did not have any money and saw a y oung
man selling newspapers. He asked himwhat he was selling and he told himabout Guzara(an independent, non p rofit, independent
newspapersold bythe homelessand economically disadvantaged men and women of this metro city). Sunder singh approached the
office and startedselling the newspaper.He did not make lot of money,but was goodat saving it.He started saving money for a warm
jacket for next winter. He was reasonably happy; he had money to buy food, and no longer homeless and shared a roomwith two
others.One day,with his savingshe bought a pairofsecondhandNike shoes fromthe flea market. Sunder singh is not unique among
low income consumers,especially in large cities,in wanting and buyingNike shoes.Some experts believe that low income cons umers
too want the same productsandservice that otherconsumerwants.The working poorare forced to spend a disproportionate percent of
theirincome on food,housing,utilities and health care.Theysolely rely on public transportation,spend very little on entertainment of
any kind, and have no security of any kind. Their fight is mainly for day-to-day survival.
Answer the following question.
Q1. What are the features of low income consumers?
Q2. How would you differentiate a low income consumers and high income consumers?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
aravind.banakar@gmail.com
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224