heads: *HRM in personnel management- This is typically direct manpower management that involves manpower planning‚ hiring (recruitment and selection)‚training and development‚ induction and orientation‚ transfer‚ promotion‚ compensation‚ layoff and retrenchment‚ and employee productivity. *HRM in employee welfare-This particular aspect of HRM deals with working conditions and amenities at the workplace. This includes a wide array of responsibilities and services such as safety safety services‚ health
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credits. 2. Internationalisation/globalisation i.e. moving operations into more and more countries. For example companies like Gillette‚ Coca-Cola‚ Kellogg’s‚ and Cadbury Schweppes are major multinationals with operations across the globe. 3. Retrenchment involves cutting back to focus on your best lines. The Americans refer to this as ’sticking to the knitting’ - i.e. concentrating on what you do
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Ta-Nehisi Coates‚ like James Baldwin‚ attacks racism by attacking the concept of race itself. He says “I have not spent my time studying the problem of ‘race’— ‘race’ itself is just a restatement and retrenchment of the problem” (115). And yet Coates takes pride in—revels in—black American culture in a way Baldwin never really did. Baldwin was a true outsider: a black‚ gay‚ American expatriate. Coates‚ while realizing that black culture is entirely a product of subjugation‚ violence‚ and segregation
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* 1. Chapter 8 STRATEGIC MANAGEMENT © 2003 Pearson Education Canada Inc. 8.1 * 2. LEARNING OBJECTIVES You should be able to: Explain the importance of strategic management Describe the steps in the strategic management process Explain SWOT analysis Differentiate corporate-‚ business-‚ and functional-level strategies 8.2 * 3. LEARNING OBJECTIVES (continued) You should be able to (continued): Explain what competitive advantage is and why it’s important to organizations Describe the five competitive
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Tab. 3-1: Growth strategies / growth potentials |Intensive growth |integrative growth |diversification growth | |- market penetration |- backward integration |- concentric diversification | |- market development |- forward integration |- horizontal diversification | |- product development
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BUSINESS STRATEGY AND MANAGEMENT LITERATURE 1 4.1 Business Strategy: General Considerations 1 4.2 Strategic Adaptation to Environmental Jolts‚ Turbulence and Radical Institutional Change 1 4.3 Strategic Adaptation to Recession 1 4.4 Retrenchment Strategies 1 4.5 Investment Strategies 1 4.6 ‘Ambidextrous’ Strategies 1 4.7 Business Size as an Influence on Strategic Adaptation to Difficult Economic Conditions 1 4.8 International Experience 1 5. CONTEMPORARY COMMENTARY ON THE
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Financial Crisis and Corporate Restructuring Dr. Chaiporn Vithessonthi‚ Mahasarakham University‚ Thailand ABSTRACT Although a financial crisis can be thought of as an economic event‚ it is rather unique and has significant consequences for the economy. Hence‚ a financial crisis should be treated differently than other economic events in the study of corporate restructuring. In this paper I propose a model for the impact of financial crisis on the corporate restructuring strategy of firms in emerging
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intellectual capacity such as data‚ records‚ expertise‚ experience and knowledge. The fluctuating nature of the construction market periodically compels enterprises‚ for competitive and survival reasons‚ to adopt shrinkage strategies. These may include retrenchments and downscaling of office and other facilities and often represents loss of capacity. When markets again expand‚ replacing lost capacity is problematic. Budgeting for overheads when bidding and recovering them from contract revenues in a dynamic
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significant rise in layoffs and unemployment. Fearful American households are attempting to adjust‚ as best they can‚ to a rapid contraction in credit availability‚ threats to retirement funds‚ and increased job insecurity. All of this implies a marked retrenchment of consumer spending as households try to divert an increasing part of their incomes to replenish depleted assets‚ not only in 401Ks‚ but in the value of their homes as well. Indeed‚ a As of 10/23/2008 10:01:54 AM 1 necessary condition
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or willful breach of trust‚ commission of a crime and other analogous causes (art. 282‚ Labor Code). Authorized causes are of two types – business reasons and disease. The business reasons are installation of labor-saving devices‚ redundancy‚ retrenchment and closure or cessation of operation (art. 283‚ Labor Code). Before the employer can terminate employment on the ground of disease‚ he must obtain from a competent public health authority a certification that the employee’s disease is of such
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