...need any related items, please contact us with details of your specific orders. We warmly welcome domestic and foreign friends to cooperate with us based on mutual benefits. The Levant Sweat LTD has strongly believed in some truths which are: 1. Trustworthiness 2. Clear Dealings 3. Always Customers first 4. Quality 5. On time 6. Honesty, and 7. Eternal Relationship. The Levant Sweater LTD clearly follows the terms and condition of Bangladesh Government. The entire act and laws posted by the Government been strongly followed in our terms and condition of company. An agreement to this effect was signed between the Bangladesh Export Processing Zones Authority (BEPZA) and The Levant Sweater Ltd. Basic Information | | Company Name | The Levant Sweater LTD | Business type | Manufacturing | Product/Service | Men’s sweater, women’s sweater, children’s sweater, etc. | Number of Employees | 150-250 people | Registered Address | 515 Senpara Parbata, Mirpur, Dhaka, Bangladesh. | Company Web site | www.levantgroup.com | Ownership and Capital | | Year Established | 1995 | Legal ownership/Business owner | The Levant LTD | Trade and Market | | Main Markets | China, Hong-Kong, Australia,...
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...INTF 355 International Technology Management Course Book: Paul Trott, Innovation Management and New Product Development, 5.th Ed Learning objectives and Some Discussion Questions for Mid Term Exam • Recognise the importance of innovation • Explain the meaning and nature of innovation management • Provide an introduction to a management approach to innovation • Appreciate the complex nature of the management of innovation within organisations • Describe the changing views of innovation over time • Recognise the role of key individuals within the process • Recognise the need to view innovation as a management process. Discussion questions A number of chapters have several Pause for thought questions to help the student reflect on what they have just read to check their understanding. Examples: Not all firms develop innovative new products, but they still seem to survive. Do they thrive? This question attempts to get the students to recognise that while innovation is important it is possible to survive especially in the short term by focusing on traditional concerns such as minimising costs and generating sales. In the longer term, however, few firms will survive for long without the need to change; and that means introducing new ways of working and new products and services. If two different firms, similar in size, operating in the same industry spend the same on R&D, will their level of innovation be the...
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...Dwarakanath Executive Chairman of the Board, MD, Director - Metro & Rail Business Products: Earthmoving equipment Underground mining equipment Railway equipment High power diesel engines Heavy duty hydraulic aggregates Revenue: 5000 crore(US$770 million) (2010) Manpower strength as on 31.03.2013 stood at 11,005 as against 11,644 of the previous year HR VISION & MISSION Vision HR will be a Dynamic, Pro-Active & Strategic Business Partner to enable BEML to maintain its leadership position in all its Business Domains. Mission To continuously innovate, evaluate and realign HR practices with the environment, business strategies / directions and employee expectations to maintain relevance and to attract, nurture and retain talent. To foster a spirit of creativity and innovation amongst the employees by facilitating creation of a rewarding, inspiring and motivational organisational climate. To act as a champion of change and managing the people implication of organisational changes. PRESENT HR STRATEGIES * Align all HR activities with the Organisation’s Business Strategies * Lead and manage organisational changes * Institutionalisation of competency based HR Systems / Processes * Building Employee commitment * Building Enabling systems * Employee Empowerment * Build ownership * Recognition of ideas * Enabling Managers to take decisions within...
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...logistics industry is an attractive sector based on the fundamentals of the sector given in the five forces analysis using Porter's framework. There are large barriers to entry, there are minimal substitutes that exist, industry is relatively disciplined, and the power of buyers and suppliers are mixed. FedEx is well placed in the sector given its core competencies and dynamic capabilities relating to its management and the functional areas of marketing, human resources and information technology and systems. In the second section, gives a brief knowledge about the benefits and limitations of merger and acquisition strategies in this industry. This also describes how effective was the 1998 Caliber System acquisition and where did it led the company do in its further years. In the final section, it is noted that FedEx performed poorly within its sector and given its capabilities, the firm was expected to have been more proactive in moving past its poor performance. Nevertheless, the firm had to wait until after several quarters of poor performance and only after the competitors have taken advantage of the development in the Internet market did FedEx make changes to its business. Post the changes, FedEx did well in utilising its core competencies that were identified in the first section, and...
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...Introduction 3 Task 1 3 Task 1.1: The comparison and contrast of organisational structures and cultures of Newton, Chambers and Co and Hi-Gen Power Limited 3 Task 1.2: The relationship between structure and culture that can impact on business performance of Newton, Chambers and Co 4 Task 1.3: The factors of influencing individual behaviour in Newton, Chambers and Co 5 Task 2 6 Task 2.1: The comparison of effective leadership styles within Newton, Chambers and Co and Hi-Gen Power Limited 6 Task 2.2: The way of management functions, managerial roles and management authorities will under plain the practice of management in this company 7 Task 2.3: The evaluation of different approaches of management used by Newton, Chambers and Co and Hi-Gen Power Limited 7 Task 3 9 Task 3.1: The impacts of having different leadership styles on organisational motivation in the periods of change in Newton, Chambers and Co 9 Task 3.2: The comparison of the application of two different motivational theories within my work place 9 Task 3.3: The usefulness of these motivational theories for managers in Newton, Chambers and Co 10 Task 4 11 Task 4.1: The nature of groups and group behaviour within Newton, Chambers and Co and Hi-Gen Power Limited 11 Task 4.2: The factors for promoting the development of an effective team work within Newton, Chambers and Co and Hi-Gen Power Limited 11 Task 4.3: The impact of technology on team functioning in Newton, Chambers and Co 12 Conclusion...
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...Module 1 Readings and Assignments Complete the following readings early in the module: Read the overview for Module 1 From the textbook, Operations management: Creating value along the supply chain (7th ed.), read the following chapters: Introduction to operations and supply chain management Project management From the Argosy University online library resources, read: Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. (ProQuest Document ID: 215258436) http://search.proquest.com.libproxy.edmc.edu/docview/215258436?accountid=34899 Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643–650. Retrieved from http://jom.sagepub.com.libproxy.edmc.edu/content/27/6/643.full.pdf+html Gopalakrishnan, S., Kessler, E. H., & Scillitoe, J. L. (2010). Navigating the innovation landscape: Past research, present practice, and future trends. Organization Management Journal, 7(4), 262–277. doi:10.1057/omj.2010.36 (ProQuest Document ID: 820961459) Long, L.D., Ohsato, A. (2008). Fuzzy critical chain method for project sheduling under resource constraints and uncertainty. International Journal of Project Management, 26(6), 688–698. Retrieved from http://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=auo&turl=http://www.sciencedirect.com/science/article/pii/S0263786307001548 Assignment Summary: Module 1 Due...
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...STRATEGIC SUPPLY CHAIN MANAGEMENT AND LOGISTICS Table of Contents Introduction 3 SCM effective in achieving organizational objectives 4 Link between the functions of Supply Chain Management and business 4 The key factors which have achieved integrated supply chain 5 Supplier relationships with the organization 5 Information technology to form strategies 6 Organizational relationship with suppliers 6 Integration of the different parts of the supply chain 7 IT contributes to the management of the supply chain 8 Effectiveness of IT in managing the supply chain 8 Role of logistics in the supply chain 9 Strategy to improve the supply chain of an organization 11 References: 13 Introduction Supply of goods and services used in the supply chain encompasses all the facilities and processes ; From procurement of raw materials , through manufacturing operations , the final user , and supply chain management ( SCM ) affect the delivery and improve the performance of the entire supply chain, supply chain, operations management refers to all of the other sections of the clothing company . (Hugos, 2003) One of the major functions and components of SCM: * Defining the boundaries of business and relationships * Managing demand and supply * Logistics * Purchase * Selling System Interface * Manufacturing System Interface * Product Design Interface Boundaries and definitions of business relationships initiated at the core of the SCM...
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...Logistics A supply chain encompasses all activities associated with the flow and transformation of resources into goods and services and related flows of information. In this lecture, various nodes in a supply chain are treated. It will be explained in which ways flows of materials and information in supply chains can be managed. Logistics is defined as a part of the supply chain process. The logistics process can be divided into two parts, namely materials management and physical distribution. For both parts, decision problems and cost aspects are examined. Design and logistics aspects of products and services will be compared. We will discuss how to formulate objectives and constraints to measure the performance of logistics processes. Furthermore, several logistics control aspects are discussed. Finally, it is explained in which way logistics activities can be changed to operate abroad. Characteristics and specific aspects of global supply chains will be treated. Chapter 1 Operation and supply chain management = the design, operation and improvement of the system that create and deliver the firm’s primary products and services. Manufacturing process: would produce some type of physical product Service process: would produce an intangible process. Supply chain = refers to the process that move information and material to and from the manufacturing and service process of the firm. Process = made up of one or more activities that transforms inputs into outputs...
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...ECS8_C03.qxd 10/15/07 14:23 Page 93 The Strategic Position 3 Strategic Capability LEARNING OUTCOMES After reading this chapter you should be able to: ➔ Distinguish elements of strategic capability in organisations: resources, competences, core competences and dynamic capabilities. ➔ Recognise the role of continual improvement in cost efficiency as a strategic ➔ Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value, rarity, inimitability and nonsubstitutability. ➔ Diagnose strategic capability by means of value chain analysis, activity mapping, benchmarking and SWOT analysis. ➔ Consider how managers can develop strategic capabilities of organisations. Photo: Glyn Kirk/Action Plus Sports Images capability. ECS8_C03.qxd 94 10/15/07 CHAPTER 3 3.1 14:23 Page 94 STRATEGIC CAPABILITY INTRODUCTION Chapter 2 outlined how the external environment of an organisation can create both strategic opportunities and threats. However, Tesco, Sainsbury’s and Asda all compete in the same environment, yet Tesco is a superior performer. It is not the environment that distinguishes between them but their internal strategic capabilities. The importance of strategic capability is the focus of this chapter. There are three key concepts that underpin the discussion. The first is that organisations are not identical, but have different capabilities; they are ‘heterogeneous’...
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...MAHATMA GANDHI UNIVERSITY KOTTAYAM REGULATION 1. COURSE OBJECTIVES The MG University MBA program is designed with the following objectives: 1. To develop young men and women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make them effective change agents. 4. To meet the demand for trained and professional people in the country at the top level management of business and industrial organizations in the light of the new economic and industrial policy of the country. 2. COURSE DURATION The MBA (Full Time) programme of Mahatma Gandhi University shall be spread in two years duration with 4 Semesters. Each semester shall comprise of a minimum of 16 instructional weeks of 5 days each of 5 hours a day (total contact hours 400). Continuous Internal Evaluation during the course period and University examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of...
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...overwhelmed, causing traffic to slow to a crawl. Based on this assumption, they developed the company’s first product, the F5 BIG-IP controller, a load balancer that distributed Internet traffic across multiple servers. BIG-IP kept websites up and running when servers failed or were overloaded, accelerated traffic, and provided some basic security features. In June 1999, the company went public as F5 Networks and was listed on the NASDAQ stock exchange (NASDAQ: FFIV). As it was in 1999, corporate focus in 2013 remains on providing network intelligence that enables customers to respond quickly to change, streamline business processes, reduce costs, and provide differentiated offerings that help increase revenue. Through internal development and acquisitions, F5 extended its reach beyond load balancing, producing a range of integrated products for Application Delivery Networking. These products seek to improve the delivery of web-based applications by attempting to make them run faster and more securely. F5 Networks is a leading provider of Application Delivery Networking (ADN) technology that secures and optimizes the delivery of network-based...
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...specialist attributes. In managing these vital resources, there has to be a distinctive philosophy of providing and enhancing people-oriented organizational programmes. Restructuring is one of such activities or programmes. This activity is essentially designed to reconstruct or reorganize the structure of the business activities to suit objectives, purpose as well as circumstances of the job. Oil and gas industry is a potential sector of the business environment that is more prone to constant but periodic restructuring due to its dynamics. This Paper explores the structure and work environment in some oil and gas industry in attempts to reorganize or restructure them. These attempts are highlighted with implications for organizations’ employees, stakeholders as well as the HR Practitioners. An insight into the restructuring of PTI has been buttressed as a specific example on how the modern organizational perspectives have been put in place against the orthodox method in order to bring efficiency and effectiveness in the operational activities with resource centered HR Practitioners in focus. Introduction The theme: Restructuring in the Oil and Gas Industry: Implications for HR Practitioners is an engaging discourse in the oil and gas industry and also very relevant to current happenings in Nigeria. The intricacies involved have continued to challenge Human Resources (HR) practitioners especially in the volatile business environment of oil and gas. Human Resources Management (HRM)...
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...The importance of education, as a dynamic and strong apparatus for developing people and their society, is increasingly being felt, especially in developing nations of the world including Nigeria. In fact, the belief in the efficacy of education has resulted in increasing commitment to the establishment of schools, colleges and universities and expansion of school enrolment all over the country. Though the area of pupil personnel services has received very little attention in the professional literature, it is an administrative post that is critical to the effective operation of a school district (Duffy, 1990). Because some of the pupil personnel functions such as special education and counseling services are particularly sensitive, they have become areas of increasing concern at all level of education. This paper seeks to discuss the area of function of pupil’s personnel management in the primary school system. MEANING OF PUPIL PERSONNEL SERVICES These are special student services that supplement and support the instructional program. Except in schools with very small enrollments, the main role of the administrator in pupil personnel services is one of integrating these services with instruction and coordinating the various kinds of personnel services. Though the area of pupil personnel services has received very little attention in the professional literature, it is an administrative post that is critical to the effective operation of a school system (Duffy, 1990). Because...
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...NETWORK CAPABILITY – EMERGING AS PART OF AN INDUSTRIAL FIRMS COMPETENCE CONFIGURATION Jukka Vesalainen, University of Vaasa, Department of Management jukka.vesalainen@uva.fi Henri Hakala, University of Vaasa, Department of Management henri.hakala@uva.fi Abstract: The network capability refers to the firm’s ability to build, handle and exploit relationships. These capabilities are interwoven in the complex configuration with other capabilities and competencies of the firm and are, in practice, very difficult to separate from them. Rather than assuming that firms inherently possess network capability, our aim is to discover if this actually naturally occurs in the discourse of the top management teams. In order to understand how managers perceive, process and interpret network capability, the management teams of six industrial subcontractors were guided through a five-step process of introducing, identifying, critical screening, challenging and verifying the capabilities of the firm. The paper introduces strategic capability architecture and investigates how network capability emerges within the configuration of other capabilities in these firms. We found that in customer oriented capability sets, network capabilities are central to the formation this kind of capabilities. In other types of capability sets, networking capabilities play an important role as assets in the formation of the capability sets. Furthermore, we identified that the networking capabilities act in unison with...
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...mission of the World Bank? Before we dive deeply into analyzing how IT influences the mission of the World Bank (WB), it is important to understand their missions as well as their core strategy and capabilities fostering these missions. We will first notice changes in the capabilities and business strategies before we see the final impacts; every reflection of these changes shines through the glass of IT-enabled business initiatives. Rarely in business cases, do we see top executives present such strong support for IT development due to heavy upfront investment, possible disruptive business operations, and uncertain return on its investment (Applegate 63). Nevertheless, with a business model that thrives over internationally geographical and cultural differences, it is impossible to succeed without a well-supported IT global network. The WB’s simplified mission in three phrases: fight poverty with passion and professionalism, help people and environment with resources and shared knowledge, and forge partnerships in both public and private sectors. Part one of their mission, the WB has financed 240 projects in 92 countries as assistance to both low-income and developing countries in 2003 (McFarland and Delacey, 3). How the WB achieves this exemplifies their key capability, global IT networks since 1977. This single key capability made it possible for the WB to enforce its first business strategy of decentralizing staff and decision making to local offices in order to assist clients...
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