OBJECTIVE #1 TOPIC: GETTING TO KNOW YOU GENERAL OBJECTIVE: Basic to the topic is the student’s knowledge and understanding of their selves. They will study‚ reflect‚ question and perform unique self introduction activity that will foster familiarity among oneself. SPECIFIC OBJECTIVE: Given the necessary materials (Costume and Props) and situation (Unique Self Introduction Activity) it is expected that at the end of the 40minute discussion the students will achieve (80%) of the lesson and
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A SYNTHESIS OF THE RESEARCH ON ORGANIZATION DESIGN* HENRY MINTZBERGt The elements of organizational structuring-which show a curious tendency to appear in five ’s-suggest a typology of five basic configurations: Simple Structure‚ Machine Bureaucracy‚ Professional Bureaucracy‚ Divisionalized Form‚ and Adhocracy. The elements include (1) five basic parts of the organization-the operating core‚
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OBJECTIVES AND SCOPE OF THE PROJECT The banking industry is one of the fastest growing industry in India. It is a mirror image of the economy of the country. With the liberalization of the economy‚ India has become the playground of major global banking majors. The major objectives of the study are as below: To analyse how political‚ economical‚ socio-cultural‚ technological factors affect this industry by PEST analysis. To find out level of competition in Indian banking industry through
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has to design the right business strategy to maintain and enhance its competitive advantages in order to respond to challenges. Aim: This study analyzes the five competitive forces of the Chinese electric vehicle industry and the effect of the government policies on the Chinese electric vehicle industry. The research uses Porter‘s Five Forces model and Porter’s Generic Strategies theory to give the strategic guidance to the company. Definition: In this thesis‚ the term ―Electric Vehicle‖ referred
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Unit: 323: Understanding performance management 1.1 A formal performance assessment is done when the communication between a line supervisor and an employee is formal and a system is in place to report managerial opinions and observations on employee performance. The assessment process can be quite beneficial to the organization and to the individuals involved if done properly. There are many good reasons to conduct a formal performance assessment. If assignments and standards have been clear‚
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Aswath Damodaran 2 THE OBJECTIVE IN CORPORATE FINANCE “If you don’t know where you are going‚ it does’nt maCer how you get there” First Principles 3 Aswath Damodaran 3 The Classical Viewpoint 4 ¨ ¨ ¨ ¨ Van Horne: "In this book‚ we assume that the objecKve of the firm
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Objectives of Financial Management The objectives provide a framework for optimum financial decision making. The term objective is used in the sense of a goal or decision criterion for the three decisions involved in FM. It implies that what is relevant is not the overall objective of a business but an operationally useful criterion by which to judge a specific set of mutually interrelated business decisions namely investment‚ financing and dividend policy. The two main objectives of FM are:
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Performance Management Introduction: Performance management is the process through which supervisors and those they lead gain a shared understanding of work expectations and goals‚ exchange performance feedback‚ identify learning and development opportunities‚ and evaluate performance results. Importance: It is through this process that organizations are able to create and sustain a workplace environment that: Values continuous improvement Adapts well to change Strives to attain ambitious goals
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business today. Information system is a fondation for conducting business today. In many businesses‚ survival and the ability to achieve strategic business goals is difficult without extensive use of information technology. There are six reasons or objectives why businesses use information system: 1. Operational excellence. Business improve the efficiency of their operations in order to achieve higher profitability. Information systems are important tools available to managers for achieving higher
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PERFORMANCE‚ COMPENSATION‚ AND THE BALANCED SCORECARD* Christopher D. Ittner‚ David F. Larcker‚ and Marshall W. Meyer The Wharton School The University of Pennsylvania November 1‚ 1997 *This research was funded by the Citicorp Behavioral Sciences Research Council‚ whose support is gratefully acknowledged. © 1997‚ Christopher D. Ittner‚ David F. Larcker‚ and Marshall W. Meyer PERFORMANCE‚ COMPENSATION‚ AND THE BALANCED SCORECARD A growing number of firms are replacing their financially-based
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