Council authorized the deployment of UN military observers to the Middle East. The mission ’s role was to monitor the Armistice Agreement between Israel and its Arab neighbours – an operation which became known as the United Nations Truce Supervision Organization (UNTSO). History of Peacekeeping is broked into three parts: The Early Years: UN Peacekeeping was born at a time when Cold War rivalries frequently paralyzed the Security Council. Peacekeeping was primarily limited to maintaining ceasefires
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potential for growth in the early 90s due to economic liberalization‚ population and income growth‚ MacDonald’s (MD) has adopted an international strategy by tapping into the market in India to expand their business. MD relative success has come from their willingness to ‘think global‚ act local’ in its transnational strategy‚ taking India’s macro-environment into consideration in carrying out their business. The 4 factors are as follow: Firstly‚ the main geographical consideration is the inefficient
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PRIVATIZATION IN INDIA : ISSUES AND EVIDENCE (A doctoral dissertation proposal) T.T.Ram Mohan Visiting Faculty‚ Finance and Accounting Area Indian Institute of Management Ahmedabad‚ India Abstract: The proposed research is intended to survey the process of privatization in Indiaand assess its impact on the Indian economy. The central issue we will address isthe impact of privatization that has taken place so far on profitability andperformance of PSUs. Going beyond this‚ we will attempt
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Behavior is the study of individual behavior and group dynamics in organizations. An article that I read stated that Organizational Behavior is an application of knowledge about how people‚ individuals‚ and groups act in organization. Whatever career and individual choose‚ the behavior of the human beings tends to shape the behavior of others. The primary concern of organizational behavior is psychosocial‚ interpersonal‚ and behavioral dynamics in organizations. The variables that affect human behavior
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power as to how they treat and address others. At times‚ employees can feel envious of other employees on account of their development with the organization or the recognition of their achievements. Many may contend that conflict is a natural quality in everybody and at any given time‚ an individual can make a clash among people inside any given organization. This type of negative conflict is the “conventional perspective” of conflict. Organizational conflict can fall under three categories: The
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AN ORGANISATION AND ORGANIZATION BEHAVIOR An organization is a social unit of people that is structured and managed to meet a need or to achieve collective goals. All organizations have a management structure that determines relationship between the different activities and the members‚ and it subdivides and assigns roles‚ responsibilities and authority to carry out different tasks. Organisations are open systems‚ this is to mean that they affect and are affected by their environment. On the other
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MOTIVATION IN ORGANIZATION “Motivation refers to the force that cause people to behave in a certain way.” *(Psychological) forces acting on a person that initiate (begin) and direct behavior REWARDS: INSTRINSIC REWARDS The satisfaction received in the process of performing an action. Completion of complex task may give pleasant feelings or solving a problem that benefits other may fulfill person’s mission. A reward given by another person. Promotion Pay increase FOUNDATION OF MOTIVATION Different
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The core idea behind "learning organization" is that organizations of all kinds will not survive‚ let alone thrive‚ if they do not acquire an ability to adapt continuously to an increasingly unpredictable future. Or in other words‚ in order to survive and succeed for businesses‚ it is essential to establish or build stronger relationships with customers‚ where there are rapidly changing‚ turbulent and/or highly competitive market. Through learning‚ organizations may be better equipped to meet
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WORKING PAPER: 06-03 Mar. 2006 The Tata Group after the JRD Period: Management and Ownership Structure by Ram Kumar Kakani & Tejas Joshi XLRI‚ Jamshedpur 831001‚ India E-Mail: kakani@xlri.ac.in Last updated in Feb. 2008 Electronic copy available at: http://ssrn.com/abstract=889394 XLRI Working Paper: 06-03 2 The Tata Group after the JRD Period: Management and Ownership Structure1 Ram Kumar Kakani & Tejas Joshi E-Mail: kakani@xlri.ac.in Abstract Complex ownership structures
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| INTRODUCTION Bratton and Gold (2003) point out that culture and capacities of an organization which develop from the way the organization manages its employees create the organization’s competitive advantages. However‚ it is not easy to reach such advantages because people’s behavior is affected by their personalities‚ values and so on thus usually unpredictable. Take the Corporation‚ the company in the case study‚ as an example‚ it fails to manage people. The context of the case is the implementation
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