JUSTICE V. R. KRISHNA IYER AND EXPANSIVE INTERPRETATION OF FUNDAMENTAL RIGHTS AUTHORED BY:SHAILESH KUMAR‚ ROLL NO. 262‚ 9TH SEMESTER‚ 5 TH YEAR ‚ CHANAKYA NATIONAL LAW UNIVERSITY‚ NYAYA NAGAR‚ M ITHAPUR ‚ PATNA - 800001. E-MAIL ID : shailesh.baranwal@gmail.com LIST OF ABBREVIATIONS ABBREVIATION FULL FORM A.C. AIR C.J. CJI CriLJ J. LLJ p. Para pp. SC SCC UOI vol. Appealed Cases All India Reporter Chief Justice Chief Justice of India Criminal Law Journal Judge Labour Law Journal
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Bibliography: JOHNSON‚ G. SCHOLES‚ K AND WHITTINGTON‚ R. 2005‚ Exploring Corporate Strategy Texts and Cases‚ 7th Edition‚ Essex: FT Prentice Hall PORTER‚ M E PORTER‚ M E. 1996‚ What is Strategy?‚ Harvard Business Review‚ November/December PRAHALD‚ C K
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Global forces and the European brewing industry Mike Blee and Richard Whittington This case is centred on the European brewing industry and examines how the increasingly competitive pressure of operating within global markets is causing consolidation through acquisitions‚ alliances and c/osures within the industry. This has resulted in the growth of the brewers’ reliance upon super brands. ln the first decade of the twenty-first century‚ European brewers faced a surprising
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Slide 1.1 Session 1: Introduction to Strategy Dr. Teresa O’Hara Slide 1.2 Module Lecturer • • • • Dr. Teresa O’Hara Tel: tohara@ait.ie Room: E2326 Slide 1.3 Slide 1.4 Learning Objectives • Understand in your own words “what is strategy”. • Identify what are they key issues that strategy is concerned with. • Distinguish between different levels of strategy: corporate‚ business and operational • Understand how different people contribute to strategy • Appreciate that there are different approaches
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Journal of Management Studies 34:1 January 1997 0022-2380 SOFT AND HARD MODELS OF HUMAN RESOURCE MANAGEMENT: A REAPPRAISAL* CATHERINE TRUSS Kingston Business School LYNDA GRATTON London Business School VERONICA HOPE-HAILEY Cran®eld School of Management PATRICK MCGOVERN London School of Economics PHILIP STILES London Business School ABSTRACT Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of
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References: Johnson‚ G.‚ Scholes‚ K.‚ & Whittington‚ R. (2008). Exploring Corporate Strategy: Text and Cases (8th ed.). Prentice Hall: Pearson Education. Morton‚ W. (2011). Upwardly-mobile Virgin loses Australian Blues. Airline Business‚ 27‚ 22. Retrieved May 10‚ 2012‚ from Business Source Complete
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School of management University of Bradford Model code: MAN0208M A Strategic Analysis of AXA Industries: Insurance/Financial Services Word Count: 2314 (not including Tables or Executive Summary) Executive Summary This report has to do with the investigation into AXA insurance company including internal analysis‚ external strategic analysis and strategy formulation. It is designed to analyse the whole organisation and make
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ESCOLA SUPERIOR DE COMUNICAÇÃO SOCIAL ANÁLISE DAS 5 FORÇAS DE PORTER Introdução Michael E. Porter é uma figura essencial do Marketing Estratégico. Autor de quase duas dezenas de livros e artigos‚ sobretudo nas áreas da Estratégia e da Competividade. As Cinco forças de Porter são pela primeira vez mencionadas e estruturadas no seu artigo “How competitive forces shape strategy” para o Harvard Business Review na edição de Março-Abril‚ onde em dez páginas esboça os princípios do que define como
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An Insight on IFRS versus U.S GAAP & Implications of IFRS adoption on Financial Statement and Accounting Quality Q2) Principle and rule-based accounting reflect different approaches to accounting. The pros and cons of rule-based accounting (RBA) and principle-based accounting (PBA) are as discussed. (1) RBA deters creative accounting as rules reduce opportunistic discretion unlike PBA which is more subjective and ambiguous.On the other hand‚ others argue that rules are a means to circumvent
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Business Strategies Successful business strategies for the contemporary organizations in time of turbulence Index 1. Introduction………………………………………………………………………….3 2. Avaliation and Interpretation under recession conditions………………...…………4 3. Strategic Adaptation to Recession…………………………………………………..5 4. Categories of strategy in recession conditions………………………………………6 5. Strategic responses in the recession…………………………………………………7 6. Conclusion…………………………………………………………………
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