...UNDERSTANDING THIS GUIDE TALK TO US 15 16 17 18 19 20 21 22 23 24 MANAGING DIRECTOR’S LETTER. Welcome to Morgan McKinley’s UAE Salary Guide 2012 Welcome to our annual UAE Salary Guide for 2012. Firstly I’d like to outline the methodology we have used in compiling this market intelligence. It is not intended to be a holistic guide to every job in every sector. Rather, it is a snapshot of the most popular positions from midmanagement level upwards within our four specialist divisions: Banking & Financial Services; Accountancy & Finance; Technical and Sales, Marketing & Support. It should be acknowledged that in order to arrive at these results we have accounted for a number of dissenting criteria, including job title; company; nationality; relocation packages; geographical dispersion; bonus sizes; longevity in the market and competitive edge. Job opportunities are up across the board on 2010 and 2009 numbers but still 40% down on 2011 for the same time of year. Abu Dhabi in particular has witnessed an exponential rise in vacancies, although less heavily weighted in the public sector than at any point in the last five years. Market competitiveness has received a significant lift from the freedom of movement driven by the labour reforms at the beginning of 2011. Three bodies: Abu Dhabi Council for Economic Development (ADCED), Dubai Competitiveness Council and, at...
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...WHY AUSTRALIA BENCHMARK REPORT 2016 WHY AUSTRALIA 25 YEARS OF CONSECUTIVE GROWTH. A SMART, SKILLED WORKFORCE. A CULTURE OF INNOVATION. INTEGRATED WITH ASIA, EUROPE AND NORTH AMERICA. READY FOR BUSINESS. GROWTH INNOVATION TALENT LOCATION BUSINESS Australia offers a powerful combination of solid economic credentials, a highly educated labour force, legal and political stability, and proximity to the fast-growing markets of Asia. With a resilient economy, a AAA sovereign risk profile and diverse, globally competitive industries, Australia remains well placed to build on an impressive record of prosperity. Australia has strong business and cultural ties with Asia, and longstanding trade, investment and research links in Europe and North America. Recently completed free trade agreements will make Australia even more competitive and further increase prospects for greater two-way investment. There are significant commercial opportunities in sectors where Australia has specific strengths and expertise, such as agribusiness, resources and energy, and financial services. Australia’s north in particular offers untapped possibilities. Australia’s world-class scientific and academic institutions, and commitment to research and development encourage innovation and the commercialisation of new technologies. There is no better partner for trade, investment and collaboration than Australia. 01 SECTION GROWTH // // Economic...
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...council surely knows how to create a livable city that not only provides its people a stable economy but with the cultural diversity, social connections, infrastructure, entertainment, and endless opportunities with whatsoever interest its residents. Creative Brisbane creative economy 2013-22 aims to make Brisbane an expressive, enthusiastic and energetic hub. Its vision is to make Brisbane a leading city, which has people with different talent, great opportunities for migrants and students. With the new global economy the cities advantage with opportunities that ensures the ease of business, innovative human capital and thereby boosts the economy. Creativity and innovation are like the heart and soul for driving the economy. People with talent and motivation seek for opportunities where they can sail on their dreams. They would invest where they see these opportunities and this would boost the economy. The report in particular reflects upon some important aspects of the rising economy. The retention of the talented workforce, attracting the talent pool from across the world, positioning creativity and innovation for boosting the economy, expanding the market shares and promoting local products are some of the aspects to be considered and worked upon in order to accomplish the vision for Brisbane by 2022. DESCRIPTION: With the new world trends in...
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...Science and Culture Journal, Vol. 1, No. 4, 12-30 OPEN ACCESS ISSN 2220-4504 www.ieit-web.org/apscj The Scope and Impact of Workplace Diversity in the United Arab Emirates – An Initial Study Badreya Al-Jenaibi (United Arab Emirates) 1,* 1 Department of Mass Communication, United Arab Emirates University, United Arab Emirates, P.O Box 15551 E-Mails: E-mail: aljenaibi@uaeu.ac.ae * Department of Mass Communication, United Arab Emirates University, United Arab Emirates, P.O Box 15551; Fax: +00971-37671706 Received: May 2011 / Accepted: Jun. 2011 / In Press: Jun. 2011 /Published: Jul. 2011 Abstract: Workplace diversity and multicultural teams have become a priority concern among organizations in the United Arab Emirates (UAE) today. The UAE has one of the world's largest net migration rates, and the number of workers from India, the Philippines, Indonesia, Australia, the USA, among other countries, has increased significantly in recent decades (Burns, 2005). The UAE's cross border mobility has resulted in the interaction of people with diverse customs and diverse ethnic backgrounds. From a human resources perspective, diversity has been shown to have a number of benefits, including enhanced employee creativity and competence. Organizations that fail to employ people from different cultural and racial backgrounds detract from overall organizational performance. This study critically analyzes the benefits and challenges organizations face in the diverse workplaces of the...
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...dubaiThe current issue and full text archive of this journal is available at www.emeraldinsight.com/1753-8335.htm JPMD 1,1 Dubai – a star in the east A case study in strategic destination branding Melodena Stephens Balakrishnan University of Wollongong in Dubai, Dubai, United Arab Emirates Abstract Purpose – Worldwide approximately 200 national economies are competing in the destination market. In 2006, global government and capital expenditure exceeded US$1,480 billion making destination branding an important concept that still remains fragmented and unplanned. Dubai, an emirate of the UAE in the Middle East has been chosen as a case study to explain some elements of successful destination branding. This paper aims to apply a framework developed by Balakrishnan to explain areas of caution when competing in an international market where success is also partially dependent on the macro-environment. Design/methodology/approach – The framework was developed by reviewing literature on destination, place, corporate, product portfolio and service branding. The framework was tested using case study methodology. Secondary research was primarily used to develop the case. Findings – There is a strong fit with the model suggesting that destinations can use this as a basis for continuity in strategy even as governments change. Based on the analysis and review; a checklist for destination branding strategy was recommended. Research limitations/implications – Since, this study depends...
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...Leading Research DeAnne Aguirre Leila Hoteit Christine Rupp Karim Sabbagh Empowering the Third Billion Women and the World of Work in 2012 Contact Information Abu Dhabi Leila Hoteit Principal +971-2-699-2400 leila.hoteit@booz.com Beirut Ghassan Barrage Senior Executive Advisor +966-1-249-7781 ghassan.barrage@booz.com Cairo George Atalla Partner +20-2-2480-1444 george.atalla@booz.com Dubai Karim Sabbagh Senior Partner +971-4-390-0260 karim.sabbagh@booz.com Milan Luigi Pugliese Partner +39-02-72-50-93-03 luigi.pugliese@booz.com Mumbai Jai Sinha Partner +91-22-6128-1102 jai.sinha@booz.com Munich Klaus-Peter Gushurst Senior Partner +49-89-54525-537 klaus-peter.gushurst@booz.com New York Reid Carpenter Principal +1-212-551-6389 reid.carpenter@booz.com Riyadh Mounira Jamjoom Senior Research Specialist +966 1 249 7781 mounira.jamjoom@booz.com San Francisco DeAnne Aguirre Senior Partner +1-415-627-3330 deanne.aguirre@booz.com São Paulo Ivan de Souza Senior Partner +55-11-5501-6368 ivan.de.souza@booz.com Shanghai Sarah Butler Partner +86-21-2327-9800 sarah.butler@booz.com Stuttgart Christine Rupp Partner +49-711-34226-916 christine.rupp@booz.com Tokyo Akiko Karaki Senior Associate +81-3-6757-8709 akiko.karaki@booz.com Booz & Company Booz & Company 1 Booz & Company wishes to thank the experts who contributed their valuable time and insights to the Third Billion Index: • Rajnee Aggarwal, President, Federation of Indian Women Entrepreneurs (FIWE) • H.E. Fatima Al...
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...with just two aircraft—a leased Boeing 737 and Airbus 300 B4. Then as now, the goal was quality, not quantity, and in the years since taking those first small steps onto the regional travel scene, Emirates has evolved into a globally influential travel and tourism conglomerate known the world over for commitment to the highest standards of quality in every aspect of the business. Though wholly owned by the Government of Dubai, Emirates has grown in scale and stature not through protectionism but through competition—competition with the ever-growing number of international carriers that take advantage of Dubai’s open-skies policy. Not only does it support that policy, but also see it as vital to maintaining their identity and competitiveness. After making its initial start-up investment, the Government of Dubai saw fit to treat Emirates as a wholly independent business entity. Growth has never been lower than 20 per cent annually, and the airline has recorded an annual profit in every year since its third in operation. Continuing the explosive growth, while continually striving to provide the best service in the industry is the secret of Emirates’ success. The airline’s business includes: An award winning international cargo division A full-fledged destination management and leisure division An international ground-handler An airline IT developer. Facts & Figures (2009– 10) 1. Aircraft Fleet : 142 2. Million Passengers Carried : 27.5 3. Percentage seat factor...
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...elements. Now, with one click on the internet, you can choose from the places within your budget, read hotel reviews and plan holiday as per your comfort. Globalization has resulted in options galore, be it entertainment, shopping or sightseeing, followed by global business expansion and revolutionizing of tourism sector. The world has transformed into a global village, it’s a crowded place where 250 countries are competing to woo holidaymakers of all kinds. In today’s rat race, it has become imperative for each nation to compete with other for their share of the world’s consumers, business, investment, attention, tourists and position. For each country, the cities play a significant role in international competition for funds, fame and talent. The prosperity of an entire economy is at stake, and how effectively the city manages to succeed or fall depends on how effectively it communicates and brands itself. The nations focus on marketing their cities as a distinctive place and communicate about the place with help of media resources. In today’s world cities are like companies; those with a strong brand image will attract more tourists and investors. Any factor that emphasizes on a country’s appeal is constructive and herein comes the importance of destination branding. This review would introduce the concept of “Destination Branding” followed by a case study and conclusions and recommendations on a successful destination branding. Introduction on Destination Branding ...
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...EXPORT-IMPORT BANK OF INDIA OCCASIONAL PAPER NO. 138 INDIAN GEMS AND JEWELLERY: A SECTOR STUDY EXIM Bank’s Occasional Paper Series is an attempt to disseminate the findings of research studies carried out in the Bank. The results of research studies can interest exporters, policy makers, industrialists, export promotion agencies as well as researchers. However, views expressed do not necessarily reflect those of the Bank. While reasonable care has been taken to ensure authenticity of information and data, EXIM Bank accepts no responsibility for authenticity, accuracy or completeness of such items. © Export-Import Bank of India Published by Quest Publications February 2010 CONTENTS Page No. List of Tables List of Exhibits List of Boxes Executive Summary 1. 2. 3. 4. 5. 6. 7. 1. 2. 3. 4. 5. Introduction Raw Material Base: Global scenario International Trade in Precious Metals, Gems and Jewellery Profile of Select Countries Status of Precious Metals, Gems and Jewellery Industry in India Market Analysis Challenges and Strategies World Gold Demand Production of Diamond in the World and in India World Exports and Imports (2007) of Select Precious Metals, Gems and Jewellery India’s Major Export Destinations and Import Source Countries of Precious Metals, Gems and Jewellery (2008-09) Members of Kimberley Process 5 7 9 11 30 32 41 47 61 84 93 108 109 110 113 116 Annexure Project Team: Mr. S. Prahalathan, General Manager, Research & Planning Group Ms. Renuka Vijay...
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...Employee’s Job Satisfaction Driven by His Motivation and Communication in Dubai Police Force University Of Wollongong In Dubai United Arab Emirates The objective of this report is to investigate the relationship between Job satisfaction and employees’ motivation along with communication within an organization. To achieve that objective, Dubai Police Force (DPF) was chosen as subject for this study. DPF where people from different cultural backgrounds, ages, years of experience, genders, educational level and many other characteristics interact. This interaction makes both of communication and motivation deviate from an employee to another. DPF has a sensitive and critical function in the society and country, thus its performance reflected by its employee’s has to be measured. Many believe that an employee’s performance or output depends greatly on his job satisfaction. To serve the objective mentioned above, feedbacks from employees working in DPF were obtained through a questionnaire then analyzed. The questionnaire targeted employees from different departments to measure the motivation and communication level in each department. Then relate those levels to the job satisfaction level in that department. Quantitative results were not enough to draw a conclusion about the findings, so some qualitative results were included in the analysis of the findings. Those qualitative results were obtained from the direct questions in the questionnaire that asked the...
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...DEDICATION We dedicate this research paper to our beloved Human Resource Management Instructor as well as to our classmates who aspire to become part of HR Department in future time. TABLE OF CONTENTS I. THE PROBLEM AND ITS BACKGROUND History ……………………………………………………………… 4 Nature of Business ……………………………………………………… 6 Mission ……………………………………………………………… 6 Vision ……………………………………………………………… 6 Goal of HR Department ……………………………………………… 7 Research Locale ……………………………………………………… 9 Organizational Chart ……………………………………………… 10 Duties and Functions ……………………………………………… 11 Problems Encountered by HR Department ……………………... 12 Most Common Issues and Challenges ……………………………… 12 Scope and Limitation ……………………………………………… 13 Definition of Terms ……………………………………………… 14 II. REVIEW OF RELATED LITERATURE Local Related Literature ……………………………………………... 15 Foreign Related Literature …………………………………………… 15 III. METHODOLOGY Research Design …………………………………………………… 16 Participants of the Study …………………………………………… 16 Instrumentation …………………………………………………… 18 Data Gathering Procedure …………………………………… 19 Statistical Treatment Data …………………………………… 20 IV. PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA Qualities of a Good HR Department HR Management Styles Applied in Problem Solving Common Traits of HR Management and Staffs V. SUMMARY, CONCLUSION AND RECOMMENDATION Summary of Findings Conclusions Recommendations ...
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...Investing in a Rebound The 2010 A .T. Kearney FDI Confidence Index® The Global Business Policy Council is a strategic service that assists chief executives in monitoring and capitalizing on macroeconomic, geopolitical, socio-demographic and technological change worldwide. Council membership is limited to a select group of corporate leaders and their companies. The Council’s core program includes periodic meetings in strategically important parts of the world, tailored analytical products, regular member briefings, regional events and other services. Global Business Policy Council A.T. Kearney, Inc. 8100 Boone Boulevard Suite 400 Vienna, Virginia 22182 U.S.A. 1 703 891 5500 telephone www.atkearney.com I n the two years since A.T. Kearney released its last Foreign Direct Investment Confidence Index, the global economy has faced unprecedented turmoil—a housing market collapse, a banking system teetering on the edge, rising unemployment and falling sales across almost all industries. In the 2010 FDI Confidence Index®, we examine the future prospects for international investment flows in the context of these tumultuous times. While conditions have improved, senior executives at the world’s largest companies remain wary of investing during the current climate, and few expect a full turnaround before 2011. Amid the economic downturn of the past two years, several emerging markets remain attractive to foreign investors. China, India and Brazil are in...
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...| Leadership and Strategic Thinking | Assignment 1 | | Name: Ramya Gopalakrishnan | Student ID: 12663642 | Table of Contents 1. Executive Summary 3 2. Overview of the UK Oil and Gas Industry 4 2.1 Discussion on the current state of the industry 4 3. UK Oil and Gas Industry Leadership Outlook 5 3.1 Current Leadership Issues and Practices 5 4. Current Global and National Crises Issues 8 4.1 Issues and Impact on the Industry and Practices 8 5. Future Leadership Outlook 10 5.1 Leadership Aims for the Future 10 5.2 Leadership practice: Challenges, Impacts and Recommendations 10 Works Cited 13 1. Executive Summary This report is focused on the current leadership and development in the United Kingdom’s (UK) Oil and Gas industry. The first section highlights and describes the current external and internal environment, along with the challenges posed to the industry. The second section describes the issues faced by the industry in the short-term and long-term process and the measures taken by leaders to curb these issues and minimize the potential of risks and high costs to the industry. The third section gives an analysis of the global issues and problems posed to the UK oil and gas industry, their effects and practices undertaken to resolves these issues. The last section gives an analysis of the future outlook of the industry and its leadership capabilities. It also focuses on recommendations for the leaders to face the challenges that...
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...Logistics Sector Present situation and way forward January 2012 www.deloitte.com/in 2 Contents About Deloitte About ICC Overview I. Challenges faced by the Logistics industry in India II. Impact of challenges faced III. The way forward Bibliography Websites Contacts 4 5 6 8 13 14 16 18 19 Logistics Sector Present situation and way forward 3 About Deloitte Deloitte is one of the largest professional services organizations in the world with a worldwide presence of over 182,000 professionals in over 150 countries, with $28.8 billion in annual revenue (FY11). Deloitte’s global presence is highlighted below. the right combination of local insight and international expertise. Deloitte in India provides a full range of management consulting, financial advisory services, Accounting, Tax and IT solutions delivery to clients, tailored to Deloitte: Global network - 150 countries : 182,000 people Europe 297 offices in 47 countries Key Offices: London, Frankfurt, Paris, Rome, Dusseldorf, Madrid, Moscow, Prague Asia Pacific 113 offices in 26 countries Key Offices: Pakistan, Singapore, Thailand, Vietnam, Indonesia North America 131 offices 2 countries Key Offices: New York, San Francisco, Los Angeles, Denver, Toronto, Montreal South America 69 offices in 28 countries Key Offices: Sao Paulo, Mexico City, Buenos Aires, Santiago, Caracas Africa & Middle East 46 offices in 35 countries Key Offices: Johannesburg, Cape Town, Kenya, Tel Aviv India 15000 Professionals...
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...ltd. was setup in 1980 initially for farming and marketing of agricultural products for local and exports markets. The company was engaged in agronomic (Contact farming) business and cultivated many types of fruits and vegetables. Now the company processes the major fruits produced in Bangladesh like mango, pineapple, guava and several types of vegetables. The plant facilities include canning, pulping, juice making, bottling aseptic packing and also making jam, jelly, pickle, dehydrated fruits etc. The company now solidly established in local market utilizing its available production capacity and facilities with an established brand name, reliable product quality, wide spread marketing and distribution network coupled with price competitiveness. The company enlisted as Public limited company in 1993 and issued the share for publics on 22nd June, 1993. Their authorized capital was 500,000,000 Taka and paid up capital 80,000,000 and share price was 100 Taka each. Vision of PRAN Group: PRAN group contains realistic and practical vision. Their Vision is to...
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