London School of Commerce MODULE TITLE: - Managing Human Capital PROGRAMME: MBA SEMESTER: Semester Two ACADEMIC YEAR PERIOD: November 2012- March 2013 LECTURER SETTING ASSESSMENT: - David Hall and Rajendra Kumar DATE ASSESSMENT SET AND LOADED ON TO STUDENT PORTAL:- December 2012 DATE ASSESSMENT TO BE COMPLETED AND SUBMITTTED 19th February 2013 ---------------------------------------------------------------------------------------------------------------- Assessment Type:
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BRITISH PETROLEUM MODULE: MANAGING ACTIVITIES ASSIGNMENT TITLE: British petroleum (BP) MAY 2012 BY: STUDENT ID:BMC111213975 LECTURER: SUBMISSION DATE: 15th may 2012 CONTENTS PAGE TASKS | PAGE | Introduction | 4 | PART 1 Task 1- Structure and culture of BP and relationship between the different processes and functions. | 5-7 | Task2-identify British petroleum mission
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Table of Contents 1. Executive Summary……………………….……………………………………….3 2. Introduction………………………………………………………………………...3 3. Company Background……………………………………………………………..4 4.1 Key Issues……………………………………………………………………...4 4.2.1 Review of Resources………………………………………………………5 4. Change Drivers…………………………………………………………………….5 5.2 External and Internal Driver…………………………………………………...5 5. Purpose of Change Intervention……………………………………………………7 6. Change Perspectives………………………………………………………………
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Organization behavior Managing your boss Summary The relationship with your boss is one of the most important tasks that a manager has at work. The authors‚ John J. Gabarro and John P. Kotter‚ mentioned in the article that no matter how talented and aggressive you are‚ if you could not build or manage good relationship with your bosses‚ work could not be completed smoothly which the cumulative effect can be very destructive. Gabarro and Kotter pointed out that you should have a good understanding
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Managing Time Effectively BUS 520 Organizational Behavior Abstract `In order for an organization to be runeffectively you must manage your time wisely. Procrastination should not play a major part in your daily duties. It is also important for managers and employees to go through the decision making process before making an imperative decision. This will help to eliminate barriersthat are set up for failure. Teamwork and team building skills also play a major
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PERFORMANCE MANAGEMENT Course – BM6934 Managing Team Performance Research and Analysis/Academic Literature Table of Content Part A 1.0 INTRODUCTION-------------------------------------------------------------------------------3 1.1 AIMS AND OBJECTIVES OF THE REPORT-------------------------------------------4 1.2 LITERATURE REVIEW-----------------------------------------------------------------------6 2.0 FINDING/ SECTION---------------------------------------------------------------------------9
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Academic Session 2013 First Semester January 2013 TMA2 BMG307/05 Managing International Business Revision History: Date 30-Dec-2012 3-Mar-2013 Revision O A Details New Release Corrected spelling error in Q2 Instructions: 1. TMA 2 covers Unit 3‚ 4 and Unit 5. 2. TMA 2 contains 3 application questions and a case study. Answer all questions. 3. TMA 2 carries 25% of your final total marks. 4. The assignment should be typed using Times New Roman‚ font size 12 and double spaced. The total words
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MANAGING HUMAN RESOURCES TASK 1 – Be able to understand the different perspectives of human resource management. 1.1 Explain Guest’s model of HRM The Guest’s Model aim to differentiate personnel management from human resource management and therefore states that human resource management is commitment based rather than compliance based as practiced by personnel management. By this‚ he sees human resource management as going beyond recruitment and training of employees to
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MANAGING PEOPLE AND ORGANISATION Assignment: Shenzhen Filtroil: Finding Balance CONTENTS: Executive summary 4 Part 1. Analysis of external environments 5 Part 2. Analysis of the organization structure and organization culture 8 Part 3. Analysis of leadership and management styles 12 Part 4. Recommendation for best of four options 16 Part 5. Specific recommendations 17 REFERENCES 18 appendices 19 EXECUTIVE SUMMARY The following report is performed for Albert Randolph and
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Managing Virtual Teams 1. Introduction Virtual teams have emerged to mitigate the challenges of managing teams that are distributed across different regions‚ and are a sustainable component of global business. A project manager managing a virtual team would have to integrate communication strategies‚ project management techniques including human and social processes in order to support the team‚ (Kimball‚ 1997). The author is a project manager assigned to lead a virtual team of 300
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