1 Human resource management: A critical approach David G. Collings and Geoffrey Wood Introduction Despite almost two decades of debate in the mainstream literature around the nature of human resource management (HRM)‚ its intellectual boundaries and its application in practice‚ the field continues to be dogged by a number of theoretical and practical limitations. This book is intended to provide students with a relatively advanced and critical discussion of the key debates and themes around HRM
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AEREN FOUNDATION’S Maharashtra Govt. Reg. No.: F-11724 SUBJECT:-E-COMMERCE MANAGEMENT COURSE : Total Marks : 80 Attempt all the cases Case 01 GM’s E-Business Strategy INTRODUCTION US-based General Motors (GM)‚ the largest automobile company in the world‚ was in trouble in the late 1990s. The company’s market share in the US automobile market had been steadily declining from a high of 50% in the late 1960s to a low of 28% by 1999.Analysts pointed out that GM had been in the grip of a vicious
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world’ in the process of globalisation‚ therefore this essay also investigates the case of developing countries and various benefits for them as well as the crucial damages caused by liberalisation of their economic environment and entrance of powerful multi-national corporations into local markets. One of the basic characteristics of an integrated world is that countries are more likely to help each other in the case of economic problems‚ because they are interdependent. Companies invest internationally
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1)Airborne’s performance from 1986-1997 can be described as dismal. Throughout the period the company managed to remain profitable every year‚ but they underperformed the McGahan averages. Airborne averaged 1.72% ROS (including 1997‚ which was an outlier for this set)‚ 2.46% ROA‚ and 9.34% ROE. This was compared to the ROS‚ ROA‚ and ROE of 4.7%‚ 5.9%‚ and 12.6%‚ respectively. Airborne also had lower margins than its competitors‚ FedEx and UPS‚ so it can be inferred that Airborne’s performance is
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bondholders since in this case the debt being held by Marriott Corporation (MC) is risky. Project Chariot aims to create MII with low debt and HMC with high debt. Thus bondholders will find that their investment gets tied to risky real estate assets whose appreciation is uncertain. Food management which is a major segment of MC remains with MII. Thus Project Chariot aims to give shareholders the business upside and bondholders the real-estate downside. Hence this appears to be a case of risk shifting. Shareholders
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Nguyễn An Nguyên -- 14 tháng 02‚ 2008 -- Bản để in Dưới đây là một nghiên cứu được cho là báo cáo chính thức của Chương trình Việt Nam‚ thuộc Trung tâm Châu Á (ĐH Harvard) gửi cho Thủ tướng Việt Nam trong cuộc gặp ngày 16/1/2008. Báo cáo này được mở rộng từ một bài viết của Tiến sỹ Kinh tế David Dapice‚ người đã theo dõi Việt Nam trong nhiều năm và là người thường phát biểu rất thẳng thắn trên báo chí VN. Vì độc giả của nó là các nhà làm chính sách‚ ngôn ngữ của bài viết rất dễ hiểu và các nhận
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StudyMode - Premium and Free Essays‚ Term Papers & Book Notes Top of Form Bottom of Form Browse topics Sign In Sign Up Research Documents Case Study Analysis The New Plant Manager Toby Butterfield Essays and Term Papers Top of Form Bottom of Form Case Study Analysis: the New Plant Manager Toby Butterfield CASE STUDY ANALYSIS: The New Plant Manager Background Summary Toby Butterfield was promoted as new plant manager of Montclair Company in the Houston plant. The plantation where
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Harvard Business Review Reflection Lee‚ H. 2010. ‘Don’t Tweak Your Supply Chain – Rethink It End to End’ Harvard Business Review. Vol. 88‚ Issue 10‚ 63-69. Introduction The article: ‘Don’t Tweak Your Supply Chain – Rethink It End to End’ by Lee‚ H. in the Harvard Business Review of Oct. 10 (Vol. 88‚ Issue 10‚ page 63-69) is mainly about the improvement of the supply chain by pursuing structural change earlier. We would state the main aim of the article as follows: To improve sustainability
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Organizations have to change to stay alive. That’s a given. But change doesn’t always have to create anguish. Sometimes change is more effective when it hurts less. That’s where a new approach to change – dynamic stability – comes in. Here s how it works. BY ERIC ABRAHAMSON HO HASN’T HEARD THE MANTRA: change or perish? It’s a corporate cliché by now. And like many clichés‚ it happens to be true. But so‚ too‚ is its unhappy corollary: many companies change and perish. Change is so disruptive it
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S w 9B08M070 THE REGAL CARNATION HOTEL‚ GUAM Jim Kayalar wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction‚ storage or transmittal without its written perm ission. Reproduction of this material is
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