...Case Study: Accenture's Work-Life Balance Programs 1. Which key attributes of the diversity competency are illustrated in this case? Give specific example of each attribute identified. The key attributes of the diversity competency that were illustrated in this case are embracing and developing personal team or organizational tendencies and learning from individuals, teams, or organizations with different characteristics, experiences, perspectives, and backgrounds. Accenture incorporated these attributes by introducing Back-up Dependent Care, Lifework, and Future Leave programs. 2. Which key attributes of the self competency are illustrated by Christ Tserng in this case? Give a specific example of each attribute identified. The key attributes of the self competency that were illustrated by Chris Tserng are taking responsibility for managing oneself and career over time and through stressful circumstances; assessing and establishing one’s own developmental personal, and work-related goals. In the case, Chris had been at Accenture for ten years before she started a family. Once the baby was born, she planned to take her scheduled maternity leave and vacation time. During the time she was off, Chris hired a caregiver however; the caregiver could not start when Chris was ready to work. Chris took advantage of the Future Leave program. This program allows employees to address personal and family issues while preserving their careers. 3. Which key attributes of the change...
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...Assignment 1 Case “Accenture’s Work-Life Balance Programs” October 10, 2010 Leadership and Organization Behavior – BUS 520 Case “Accenture’ Work-Life Balance Programs The key attributes of shelf competency that was illustrated by Chris Tserng was knowledge, skills, and abilities. Chris was just coming of an eight week maternity following a four week vacation. She was feeling guilty and nervous because she was leaving her son and returning back to work. She never knew how hard it was going to be. Chris was already to go back to work until the babysitter she had had change plans, so now Chris was now face with a decision to make about her future and her career. Now she had to decide whether she was going to stay home with her son or go back to work. Chris really had to think about what to do because she didn’t want to let her co-worker down, but she didn’t want to leave her son with just anybody. So Chris decided to take a Future Leave from work which gave her an additional thirty day for her to thank about what she need to do for herself and her family. So Chris and her husband take that extra time and looked for a day-care that was responsible, which they did find an appropriate day-care. Chris was able to return back to work without feeling guilty and nervous about her son. By taking the Future Leave that Accenture’s has made thing a lot easier for Chris to what she needed to do about her family and her career. If companies had programs like the ones Accenture has then...
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...17 Page 20 Page 25 Page 28 Page 29 Page 30 Page 31 How to Use the Code of Business Ethics: Our Core Values in Action Our Code at a Glance Client Value Creation One Global Network Respect for the Individual Best People Integrity Stewardship The Five Cs A Model for Making Ethical Decisions Responsibilities Index of Key Terms Visit the Accenture Business Ethics Line Visit the Code of Business Ethics website 2 | Accenture Code of Business Ethics How to Use the Code of Business Ethics: Our Core Values in Action Our Code is built on a foundation of our core values, illuminated by "action statements." Action statements describe the behaviors we seek and “key ideas” provide concise examples of how these action statements apply to everyday work at Accenture. Our Code also includes guidance from leadership, our Ethical Fitness® Decision-making Model, the Five Cs, an explanation of responsibilities and an index of key terms. Within the Code, the * action statements comprise our Standards of Business Conduct. Employees who violate our Standards of Business Conduct...
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...Respect for the Individual 28 Integrity 36 A Model for Making Ethical Decisions 40 Our Responsibilities 41 Where to Go for Help 42 Index of Key Terms This file is in A4 format. The print feature on the navigation bar sets to your print settings. For further information, access our Policies Website. 2 | Accenture Code of Business Ethics Print Questions ? To All Accenture People: For more than 50 years, our success has been based on a core set of beliefs, behaviors and values that have transcended both generations and geographies. From our earliest days as technology pioneers to our position today as a Fortune Global 500 industry leader—collaborating with our clients to help them become high-performance businesses and governments—Accenture’s men and women have always been committed to upholding the highest professional and ethical standards. Accenture has six core values that are enduring and differentiating, and they continue to serve us well as an organization: Stewardship, Best People, Client Value Creation, One Global Network, Respect for the Individual and Integrity. These simple, yet powerful values have continually guided our...
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...AYUSH MAJUMDER <12063> ANSHU <12068> DEBAJYOTI CHAKRABORTY <12073> PRITHIV PRASAD C<12078> KOPPARAPU SRIVATSA <12083> MAYUR J <12088> NOOPUR KHARE <12093> ROSHAN SHETTY <12098> SANJEEV S<12103> SHWETA PATHAK<12108> SUPROTIM GANGULY<12113> VINAY PRAKASH<12118> INFORMATION TECHNOLOGY SECTOR Project Work on Human Resource Management ------------------------------------------------- Accenture ------------------------------------------------- TCS ------------------------------------------------- Tech Mahindra ------------------------------------------------- SUBMITTED TO : Dr.MOUSUMI SEN GUPTA DATE : 10/08/2012 GROUP : 3 [SECTION B] Contents Overview of the Information Technology Sector 4 Major players according to revenue (global) US$(Billion):- 4 Top 5 Indian IT companies 5 HR POLICIES 6 ORGANIZATIONAL HIERARCHY:- 6 Recruitment and Selection:- 6 Training and Development:- 7 GRIEVANCE REDRESSAL:- 8 Compensation Management:- 9 APPRAISAL PROCESS:- 10 REWARDS & RECOGNITIONS/MOTIVATION:- 12 CSR activities (Corporate social responsibility) 13 Education and Learning:- 14 Best HR Practices 15 Similarities in terms of HR policies and Strategies 16 Differences in terms of HR Policies and Strategies 16 Conclusion 17 References and Acknowledgement 18 Overview of the Information Technology Sector Information technology...
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...Achieving High Performance Accenture defines high-performance businesses as organizations that consistently outperform their peers over a sustained timeframe (typically 5 to 7 years) and across business cycles, industry disruptions and CEO leadership cycles. These companies deliver consistently upper-quartile total returns to shareholders. They create returns on invested capital significantly in excess of the cost of capital and drive profitable revenue growth faster than their industry peers. In short, they are lean, responsive to changing competitive fundamentals and consistently rank as market leaders. How do they do it? Accenture embarked on a major research program to identify the attributes and practices that distinguish high-performance businesses from the rest (see Appendix A for more information on Accenture’s high performance business initiative). While the research is ongoing, one important finding has already emerged: High-performance businesses have developed sophisticated capabilities in one or more of several strategically important business functions. The purpose of this paper is to explore what and how the high performers are doing...
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...1 ACCENTURE: REBRANDING AND REPOSITIONING A GLOBAL POWER BRAND1 INTRODUCTION Andersen Consulting was established in 1989 when the consulting practice of the accounting firm Arthur Andersen separated to form an independent business unit. Andersen Consulting faced the extremely difficult task of positioning itself in the Information Technology market space while simultaneously forging a separate identity from its accounting heritage. The business challenge was to retain the positive aspects of the brand equity developed over decades as Arthur Andersen, yet break away from the limitations associated with an accounting brand. What was notable was that before its inception, Andersen Consulting was generating almost $1 billion annually in revenue, yet wasn’t well known in the information technology marketplace. And to those who did know them, they were often thought of accountants, and not up to the task of delivering innovative technology solutions. In order to bridge this gap, Andersen Consulting used extensive market research to create a brand and naming strategy that would establish immediate credibility in the “consulting” arena, while at the same time leveraging all of the positive aspects with the Arthur Andersen brand. Market research also helped form the strategy for successfully launching the new name and positioning. In order to build a new identity, Andersen Consulting set a groundbreaking precedent by using sophisticated marketing strategies coupled with the professional...
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...[pic] |Leadership and Organizational Behavior – BUS 520 | |Student Course Guide | |Prerequisite: None | |Quarter |Fall 2010 | |Meeting Days/Time |Wednesday 6pm-10pm | |Instructor |Karmetria Burton | |Instructor Phone |678 362 0842 | |Instructor E-mail |Karmetria.burton@strayer.edu | |Instructor Office Hours/Location |5-6 pm Wednesdays or by appointment | |Academic Office Phone Number | | |INSTRUCTIONAL MATERIAL - Required ...
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...Lessons for success shared by Azim Premji June 5, 2008 I just made a post on a lesson from the Infosys Chief Mentor, Shri. Narayana Murthy about . Here comes another email from Shri. Azim Premji, Chairman and CEO, Wipro where he shares about what he learned from gaining success. Dear Wiproite, My own successes and setbacks along the way have taught me some lessons. I wish to share them with you and hope you will find them useful. Lesson #1: Be careful to ask what you want. You may get it. What this means is that do not ask too little either of yourself or the others around you. What you ask is what you get. When I look back at the time when I joined Wipro, I was 21. If you ask me whether I thought that Wipro would grow so by someday, the honest answer is that I did not. But neither did I think it would not. We constantly stretched ourselves to higher and higher targets. Sometimes, it seemed possible, sometimes fanciful and sometimes plain insane. But we never stopped raising limits. And we got a lot more than what we bargained for. Lesson # 2: Respond, don’t react Always be aware of your emotions and learn to manage them. There is a huge difference between people who react impulsively and those who can disengage themselves and then respond at will. By choosing to respond differently, we can prevent another person from controlling our behaviour. I remember a small story that illustrates this well. There was once a newspaper vendor who had a rude Customer. Every morning...
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...MIS Mini-cases -- 1 of 30 Cases for Use in Management Information Systems MIS Mini-cases -- 2 of 30 MIS Mini-cases -- 3 of 30 Case 01 -- Freeway Ford You are a management consultant working for Franklin Absolom, the majority stockholder for a group of 10 automobile dealerships. He has asked you to spend several days at Freeway Ford, a dealership that is not performing up to its potential. You are not to go ―looking for trouble‖: instead, your assignment is to find ways to help management at the dealership take advantage of opportunities. One day while you are talking with James Kahler, the sales manager for Freeway Ford, you realize that the dealership only uses transaction processing systems—it is not realizing the full potential of the information it has gathered for managerial decision making. For example, Freeway Ford knows the purchase date and owner of every car it sells, but it never contacts owner about routine maintenance. Freeway Ford know that people who purchase a new car generally trade it in for another new car 3 to 4 years later, but the dealership does not contact these previous customers. Another opportunity comes from used car purchasing and sales. Every car has a vehicle identification number (VIN), and the dealership uses this number to check for known problems with a used car before it makes a purchase. A data bank of car insurance claims histories and major repairs is kept on a set of CDs that is sent to the dealership each month. At the...
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...Seven Categories of Work-Life Effectiveness Successfully Evolving Your Organization’s Work-Life Portfolio • Caring for Dependents • Health and Wellness • Workplace Flexibility • inancial Support F for Economic Security • Paid and Unpaid Time Off • Community Involvement • liciting Management E Buy-In and Transforming Organizational Culture C1 Defining Work-Life Effectiveness Work-life refers to specific organizational practices, policies and programs that are guided by a philosophy of active support for the efforts of employees to achieve success within and outside the workplace. These employersponsored initiatives comprise a strategic framework referred to as the worklife portfolio, a key element of the organization’s total rewards strategy to attract, motivate and retain employees. Career Build Your Portfolio Step One: Assess your present work-life situation It is easy to construct the outline of your organization’s existing work-life portfolio by performing a simple inventory of the policies, practices and programs currently offered within each category of the work-life portfolio. A useful resource for this activity is the Work-Life Audit, available on the Alliance for Work-Life Progress website. www.awlp.org/pub/selfaudit.pdf he term “work-life” refers to the T intersection of self (the worker), career (work), family and community. Self Life Family Community Creating and Sustaining a Successful Portfolio Building...
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...that create value. This chapter is divided into four sections. 1. The first section focuses on the increasing role of knowledge as the primary means of wealth generation in today’s economy. After all, in the New Economy a firm’s value is based much more on knowledge, know-how, and intellectual assets — not the traditional factors of production (i.e., labor and capital). 2. The second section addresses the key resource itself — human capital — the foundation for the creation of intellectual capital. We explore ways in which the organization can attract, develop, and retain human capital as well as the importance of recognizing the interdependence of these three activities. We also address the value of a diverse work force. 3. Third, we discuss the critical role of social capital, that is, the network of relationships among individuals. We address both social capital within organizations as well as across organizations. 4. The final section focuses on the role of technology in leveraging human capital. This can range from such basic technologies as email to more complex forms such as sophisticated knowledge management systems. We also discuss how technology can play a key role in electronic teams (or e-teams) and enhance the retention of knowledge in an organization. LECTURE/DISCUSSION OUTLINE The opening case describes how a licensing and marketing firm, The Wildflower Group, found...
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...XX XX XX UNIT CODE : SHRxxx–x STUDENT NAME : Rounak Loudhia STUDENT ID NO : 11xxxx6 UNIT TUTOR : CONTENTS |Particular | |Page No. | | | | | |Introduction |– |3 | | | | | |Review of Literature |– |3 | | | | | |Learning Theories |– |4 | |Reinforcement Theory |– |4 | |Constructive Theory |– |5 | | ...
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...Study Hewlett-Packard: Sustainability as a Competitive Advantage Having worked with thousands of corporate and government clients around the world, Accenture has long understood the special characteristics that enable organizations to outperform their peers—to become high-performance businesses. High-performance businesses are those that: • effectively balance current needs and future opportunities, • consistently outperform peers in revenue growth, profitability and total return to shareholders, • sustain their superiority across time, business cycles, industry disruptions and changes in leadership. In this case study, we investigate how a genuine commitment to sustainability— defined as environmental and social responsibility—is helping HP to grow its leadership in key markets. We look at how HP translates its green credentials into profitable new businesses and better-performing existing ones, all while advancing its long-term position as a model corporate citizen in the global arena. Transforming a good-citizenship heritage into contemporary sustainability credibility For HP, building a global sustainability program—one that is held to the same rigorous standards of accountability and profitability as its other business initiatives—is an ambitious and ongoing challenge. With little precedent in the IT sector and virtually none in organizations of HP’s size and complexity, the endeavor has required the company to continually innovate, adjust its strategy, and regularly...
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...Rural Finance Opportunities in China By Alison Kennedy and Albert Chan From the steppes of Inner Mongolia to the tropical islands of Hainan Province, half of rural Chinese households lack access to banks or other formal financial services. With central government blessing, that will change over the next decade. But Chinese and multinational players considering this vast and variegated market will need innovative marketing and business models, a taste for on-theground campaigning, and patience. 1 2 Hidden in plain sight: the other economic miracle The popular narrative of China’s economic rise has been overwhelmingly urban and state-sponsored, from glittering architectural wonders rising up in Shanghai to new high speed railway lines and the growing appetite for cars and branded luxury goods. 3 Edited by Foxit Reader Copyright(C) by Foxit Software Company,2005-2007 For Evaluation Only. Government investment and private finance have indeed focused mainly on the country’s large cities, particularly along the eastern coastal provinces. That’s just half the story. Rural China, with between 50 and 56 percent of the population, or close to 700 million people, has emerged from the shadows and come of age economically. This vast collection of farms, villages, and towns in secondary coastal and inland provinces is now attracting attention from the Chinese central government, multinational corporations, investors, and local companies. Many larger Chinese enterprises...
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