Journal of Management Studies‚ Department of Management Studies‚ University of Dhaka Issue: December‚ 2009 The Dynamics of Residential Real Estate Sector in Bangladesh: Challenges Faced and Policies Sought Muhammad Saifuddin Khan1 Suborna Barua2 Abstract: Real sector is the growth centre for the development of an economy. Bangladesh‚ being one of the densely populated nations in the world has been experiencing severe inadequacy of housing shortage for its citizens. Although majority of the
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Q;1: According to Maslow’s hierarchy of needs theory and David McClelland’s acquired needs theory identify and justify which needs dominate the 5 team members and the team leader. Answer: Maslow’s hierarchy of needs theory: Team Leader Belongingness Needs Self-actualization Needs Justifications Melissa Richardson Highly Dominating Moderate to High Richardson had personality more like an agreeable person. She was highly dominated by social needs. In belongingness she preferred
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Buyer-seller relationship – challenge in export marketing for The Handicrafts and Handlooms Export Corporation (HHEC) Anuj Sharma‚ A.K. Dey and Prerna Karwa Anuj Sharma is an Associate Professor and A.K. Dey is a Professor‚ both at the Centre for International Business & Policy‚ BIMTECH‚ Greater Noida‚ India. Prerna Karwa is a Marketing Executive at The Handicrafts & Handlooms Exports Corporation of Indian Ltd‚ Noida‚ India. The development of this teaching case has been facilitated by Bimtech
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Management Challenges Management Challenges Managing a business and its employees is and art and a skill. In today ’s business environment‚ companies make millions one quarter and file for bankruptcy the next. The business climate is volatile at best. The challenges for a business and its managers are many indeed. Any business and the managers in that business today will have to deal with‚ technology‚ diversity and multicultural employees and customers‚ globalization‚ the economy‚ ethics
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organizational unit‚ every manager must perform some ceremonial duties as well as greet dignitaries‚ attend weddings‚ or take out customers. As figurehead of an organization managers need to take responsibility for actions of the employees such as taking blame for a mishap that may have occurred Leader Managers are responsible for the work of their respective people of their unit. They must partake in leadership roles such as motivating and encouraging employees. As a leader‚ the manager must empower their
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line managers have a lack of desire to implement HRM. However‚ willingness is essential for someone to perform effectively. Furthermore‚ line managers do not have capacity to implement HRM‚ since they have other‚ more pressing‚ short term operational responsibilities. This short-range focus may result in people management that is generally less effective. Besides‚ line managers have limited skills and competences in HRM due to a lack of training. It is suggested that these low competences are a significant
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activities to achieve desired outcomes. A manager is someone who works with and through other people by co-ordinating their work activities to accomplish organisational goals. (Robbins‚ Stagg‚ Coulter‚ 2003‚ p.10) This definition states‚ the fundamental responsibility of a manager‚ is to accomplish the organisations objectives by ’getting things done through people’. There are however several ways of conceiving managerial responsibilities‚ as a ’manager’ can be viewed from many different positions
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Amiens‚ France Received: June 14‚ 2011 / Accepted: July 11‚ 2011 / Published: October 10‚ 2011. Abstract: Bioreactor operation requires continuous monitoring of fermentation parameters and real-time control over bioreactor devices. Remote monitoring and control of the bioreactor’s computer via the Internet avoids the necessity of personnel being continually onsite during operation. A two liter Sartorius-stedim Biostat® A Plus fermentation system was networked and interfaced with the commercial
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TABLE OF CONTENTS 1. OPERATION MANAGEMENT 3 1.1. DEFINITION OF OPERATION MANAGEMENT 3 1.2. THE ROLE OF OPERATION MANAGER 3 1.3. RELATIONSHIP OF OPERATION MANAGEMENT WITH OTHER CORE FUNCTIONS 3 2. CASE STUDIES 3 2.1. HEATHROW INTERNATIONAL AIRPORT 3 2.2. NESTLÉ UK CHOCOLATE FACTORY 3 3. MAJOR UNDERSTANDINGS OF THE STUDY 3 4. CONCLUSIONS 3 REFERENCES 3 1. Operation Management For the success of an organization‚ the management crew plays a major role. An organizational structure is based on different
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management literature. There is a close connection between leadership and power. People follow leaders because they have power and people will follow them‚ the leaders get the power to lead. French and Raven (1959) identified that the power bases that managers can use are aimed to influence employees which include two types of personal power: expert power (respect accorded because of knowledge or skill and referent power (personal identification with and desire to emulate the leader). Three types of position
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