... 1/28/04 4:00 PM Page W-129 What Is a Student Portfolio? A Student Portfolio is a paper or electronic collection of documents that summarizes your academic and personal accomplishments in a way that effectively communicates with academic advisors and potential employers.1 At a minimum, your portfolio should include the following: Minimum components of a Student Portfolio • an up-to-date professional résumé. • a listing of courses in your major and related fields of study. • a listing of your extra-curricular activities and any leadership positions. • documentation of your career readiness in terms of skills and learning outcomes. The purpose of a Student Portfolio is twofold — academic assessment and career readiness. 1. Academic Assessment Goal The Student Portfolio serves as an ongoing academic assessment tool that documents your learning and academic accomplishments. As you progress through a curriculum, the portfolio depicts the progress you are making in acquiring the skills and competencies necessary to be successful in lifelong career pursuits. Over time, your portfolio will become increasingly sophisticated in the range and depth of learning and accomplishments that are documented. A well-prepared Student Portfolio is a very effective way of summarizing your academic achievements in consultation with both faculty advisors and professors. 2. Career Readiness Goal The Student Portfolio serves as an important means of communicating your résumé...
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...Written Exam: 70 Internal Assessment: 30 Time: 3 Hours Project Economics and Management Paper Code: 3.1 Unit-1 Concepts of projects; project identification; formulation, analysis, risk, planning, design, report and appraisal; location of an enterprise; factory design and layout. Unit-II Understanding financial analysis; ratio analysis; fund flow analysis; breakeven analysis; social cost-benefit analysis; budgeting and planning process. Unit-III Sources of development finance; institutional finance to entrepreneurs; working capital management; incentives and subsidies; policies governing entrepreneurship; role of a consultancy organization. Unit-IV A review of project performance; post evaluation approach; community participation in projects; SWOT analysis; managing risk and exposure. Suggested Readings: 1. 2. 3. 4. Note: 1. 2. Four case studies will be discussed in a paper by the concerned teacher in the class. Instructions for External Examiner: The question paper will have two sections. Section ‘A’ shall comprise eight questions (two questions from each unit). The candidates will be required to attempt four questions (selecting one question from each unit). Section ‘B’ will contain one CASE STUDY which will be compulsory. All five questions will carry equal marks. Chandra, P., Project Planning Analysis, Selection, Implementation and Review, Tata McGraw Hill, New Delhi. Hedemey, J.W., Control and Management of Capital Projects, John Wiley, New York. Wysocki, R.K., R. Bick...
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...ZEUS ASSET MANAGEMENT INC. Huy Tu Nguyen 22491465 1. Overview of Zeus Asset Management Inc. Zeus Asset Management Inc. (ZAM) is an independent, employee-owned and money – management company founded in 1968 by Tim Landon and Jerry Schneider, offering services to both institutional and individual clients which is different to some other asset- management firms, therefore the firm has designed a number of portfolios to meet the needs of clients. The firm’s investment philosophy follows a conservative, risk-averse, quality-oriented approach to investment management to exploit the superior return from long term strategies. The company’s investment philosophy of risk-aversion and long term goal can be guaranteed by the firm’s strategy which focuses on teamwork with experienced staff, who have an average of 18 years of investment experience in the sector and have dealt with recession and major market downturns and most of them are CFAs, thus this high quality professionals allow ZAM serving its clients and performing the company’s strategies effectively. More specifically, with individually managed account, the company apply the minimum fund requirement of $2 million, and for those clients their portfolios are customized based on their investment objectives and risk-return profile alongside with other particular constraints, such as: tax, liquidity, legal restrictions, etc. Besides, ZAM has constructed a range of mutual funds, including equity fund, bond fund, balance fund...
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...|Module Code: | | |Module Title: | | |Distributed on: |Semester 2 2012-13 |Hand in Date: |Per announcement of UG office, as related to your | | | | |specific programme | Instructions on Assessment: Background of the subject topic It can be argued that organisations can generate greater effectiveness in a diverse, rapidly changing global environment by encouraging agreement on shared values and by jointly creating visions, goals, and strategies. Organisation can foster trust, collaboration, equality, participation, shared values, visions, and goals which can be perceived as core strategic elements of organisational activity in a global field of action. Agreement and commitment can be maintained through dialogue by; - focusing on common concerns, identifying shared needs, and conflict resolution - encouraging self-reliance, problem solving and united action and - sharing important experiences and producing a synergy of perception, intellect and emotion. In this way organisations can represent a more flexible, inclusive, human way of working, with increased opportunity for leading more satisfying work lives...
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...University of Wolverhampton Business School 2 Introduction 2 Programme Outcomes 3 Structure of the HND Business Award 4 Core Modules Descriptions: Year 1 5 BE1002 Principles of International Business 5 BE1010 Quantitative Techniques for Business(HND) 6 BE1011 Employability Skills 7 BE1013 Entrepreneurs and Entrepreneurship 8 EC1008 Organisations , Competition and the Business Environment (HND) 9 HR1005 Organisations and Behaviour(HND) 10 LW1032 Legal and Regulatory Framework (HND) 11 MK1007 Marketing (HND) 12 Module Descriptions: Year 2 13 AC2020 Managing Financial Resources (HND) 13 BE1009 Managing Activities (HND) 14 BE2017 Business Strategy (HND) 15 BE2018 Personal Development 2 16 IM2009 Management Information Systems(HND) 17 MK1006 Market Intelligence (HND) 18 Core Option Descriptions Year 2 19 EC2013 Economics of Human Resourcing 19 EC2015 Environmental Management 20 HR2002 Ethics in Organisations 21 IM2007 Independent learning in the Workplace 22 MK2010 Service Sector Marketing 23 Useful Information and Other Resources 24 e:Vision 24 WOLF 24 Student Support 25 Management Team Contact Details 26 Award Leader and Personal Tutor 26 UG Portfolio Administrator and UG Student Advisor 26 UG Portfolio Assistants 26 Registry Support Staff 26 The details in this guide may be amended to improve the operation of the scheme and to take into account changes in University Academic Regulations...
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...|Module Code: |HR0277 | |Module Title: |CHANGE, WORK AND DIVERSITY | |Distributed on: |Semester 2 2012-13 |Hand in Date: |Per announcement of UG office, as related to your | | | | |specific programme | Instructions on Assessment: Background of the subject topic It can be argued that organisations can generate greater effectiveness in a diverse, rapidly changing global environment by encouraging agreement on shared values and by jointly creating visions, goals, and strategies. Organisation can foster trust, collaboration, equality, participation, shared values, visions, and goals which can be perceived as core strategic elements of organisational activity in a global field of action. Agreement and commitment can be maintained through dialogue by; - focusing on common concerns, identifying shared needs, and conflict resolution - encouraging self-reliance, problem solving and united action and - sharing important experiences and producing a synergy of perception, intellect and emotion. In this way organisations can represent a more flexible, inclusive, human way of working, with increased opportunity...
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...Analysis of the components of project portfolio management and impact on project managers. Introduction Organizations with mature portfolio management practices have higher rates of resilience to overcome business challenges (Rise above the competition with portfolio management, no date). Project portfolio management (PPM) is a centralized management of practices, processes, methodologies and measuring techniques used for strategic pipeline flow, project prioritization, change management, resource management, portfolio evaluation and risk management. The objective is to ensure that the strategic business objectives such as revenue growth, cost reduction, regulatory mandate, business continuity, among others, are achieved. Key Components of project portfolio management Strategic pipeline flow. This component includes the processes of screening of project proposals and funneling them through the portfolio. Proposals which are developed from the agreed business strategies are screened and selected to go to the next phase of business case development. The business case is then examined and validated by all the relevant stakeholders and possibly external consultants. A decision is followed to include the project in the portfolio with a predetermined resource and timeframe in line with the strategic plan. The projects in the portfolio are monitored and assessed periodically whether they may continue, differ or stop based on their reported performance by the project team...
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...Assignment Unit Title Project Management for Business Student Name Lecturer Name Ian Tindale / Md Nuruzzaman Unit Code PMB Student ID Date (re)Issued 21st Nov. 2012 Date to Submit 7th January 2013 Internal Verifier Name Rules and regulations Plagiarism is presenting somebody else’s work as your own. It includes: copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort; copying another student’s coursework; stealing coursework from another student and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the procedures set down by the College. Please see your student handbook for further details of what is / isn’t plagiarism. Coursework Regulations 1 2 3 4 Submission of coursework must be undertaken according to the relevant procedure – whether online or paper-based. Lecturers will give information as to which procedure must be followed, and details of submission procedures and penalty fees can be obtained from Academic Administration or the general student handbook. Late coursework will be accepted by Academic Admin Office and marked according to the guidelines given in your Student Handbook for this year. If you need an extension (even for one day) for a valid reason, you must request one. Collect a coursework extension request form from the Academic Admin Office. Then take the form to your lecturer...
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...Student Handbook 2012 WELCOME TO WAIKATO Welcome to the University of Waikato. I hope you make the most of your time here and the opportunities that will present themselves during the course of your study. You have come to an excellent university that is ranked top in 10 subjects under the Government’s Performance Based Research Fund. We are also internationally connected; we have research connections and student exchanges with some of the world’s top universities. I urge you to consider taking part in these while you are with us. Here at the University of Waikato, you will be taught by lecturers who are leaders in their fields of research and who win national teaching awards. We are proud of our academic quality and the fact that we turn out sought-after graduates who go on to take up important roles in all parts of the world. You will already have noticed our beautiful campus which is set in 68 hectares of gardens, green space and lakes. At the heart of it all is the new Student Centre, which was completed in 2011. With its accessible areas, Library services and multitude of facilities, it is a place for students to study or just gather together and we are very proud of this building. In 2011 we celebrated 10 years of another important building, the Gallagher Academy of Performing Arts. This world-class facility was the vision of a group of driven Waikato people. It quickly became a focal point in the campus and continues to be an important venue for the performing...
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...Handbook (Oman) February 2014 © University of Bedfordshire 2014 Published by the University of Bedfordshire Business School Luton Campus, Vicarage Street, Luton LU1 3JU, United Kingdom Unit Handbook © University of Bedfordshire 2014 Contents Contents 2 Welcome 3 Learning resources at the University of Bedfordshire 3 1 Introduction to the unit 4 2 Overall aims of the unit 4 3 Overview of unit content 4 4 Prerequisite knowledge or skills 4 5 Learning outcomes of the unit in more detail 5 6 Programme of Workshops 6 7 Study resources for this unit 7 Recommended additional resources 7 Recommended journals and other periodicals 7 Recommended websites and online content 8 8 How to study this unit 8 9 Assessment 9 The Reflective Journal 9 Welcome Welcome to the Personal and Professional Development unit of the University of Bedfordshire MBA Programme. This handbook contains advice and information you will need to successfully complete your work on this unit. It should be read in conjunction with the overall Programme Handbook, which you should have already received. The handbook serves two main purposes: * It summarises the key concepts and provides you with a framework and a map for this unit. * It provides you with information about learning resources, infrastructure and virtual learning environments for studying the MBA at the University of Bedfordshire. If you have any queries about any aspect of this programme, please contact...
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...School of Psychology 2013 Paper Outline Faculty of Arts and Social Sciences PSYC573-13A (HAM) Personnel Training & Development Lecture times/rooms: Thursdays, 09:00am – 10:50am. Room I1.08. Lecturer/Convenor: Donald Cable, Room K1.01. Extn: 8296. Email: dcable@waikato.ac.nz Student consultation hours: Thursdays 14:00-15:00. Other times by appointment. Paper Description The aim of this paper is for you to develop an understanding of the theory, research, and practice relating to training and development (including career development) in organizations. Upon successfully completing this course, you should be able to: understand, and apply personnel training and development psychology theory and research, and bridge the gap between this and the practice, conduct training needs analyses and evaluate training and development (including career and professional development) initiatives, identify or develop training programs which incorporate sound principles of learning and training transfer, identify and develop the competencies that will support you in pursuing a career as an organizational psychology (or HR) practitioner with a focus on the training and development of individuals in organizations. Blending the exploratory learning aspect of Active Learning with proceduralized instruction, and creating a learning environment within which students are actively encouraged to construct knowledge, this paper includes lectures with associated readings, student seminars...
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...Government of the Republic of Indonesia is the Company’s majority shareholder about 52,6%, while the remainder of the Company’s common stock is owned by the public about 47,4. Telkom’s shares are traded on the Indonesia Stock Exchange (IDX), the New York Stock Exchange (NYSE), the London Stock Exchange (LSE) and publicly offered without listing in (POWL) in Japan. To run the business portfolio, based on the Board of Executive, Telkom classify subsidiaries into four groups, they are; cellular business led by Telkomsel, international business led by Telin, multimedia business led by Telkom Metra, and infrastructure business led by Telkom Infra. Telkomsel PT. Telekomunikasi Selular, abbreviated as Telkomsel, was established in 1995, manifesting the spirit of innovation to develop Indonesian telecommunications into a successful leader. To achieve this vision, Telkomsel continue accelerating its expansion of telecommunications network throughout Indonesia by simultaneously empowering the people. Telkomsel, a pioneer of various cellular communication technologies in Indonesia, was the first to launch international roaming and 3G services in Indonesia. Entering the ICT (Information and Communication Technology) era, Telkomsel continues to optimize the development of services in Indonesia by leveraging potential synergies with our parent companies, namely Telkom (65%) and...
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...Other Risk. Credit risk is the possibility that a borrower or counter party will fail to meet agreed obligations. Thus managing credit risk for efficient management of a Financial Institution has gradually become the most crucial task. Credit risk management needs to be a robust process that enables Financial Institution s to proactively manage facility portfolios in order to minimize losses and earn an acceptable level of return for shareholders. Credit risk is most simply defined as the potential that a bank borrower or counterparty will fail to meet its obligations in accordance with agreed terms. The goal of credit risk management is to maximize a bank's risk-adjusted rate of return by maintaining credit risk exposure within acceptable parameters. Banks need to manage the credit risk inherent in the entire portfolio as well as the risk in individual credits or transactions. Banks should also consider the relationships between credit risk and other risks. The effective management of credit risk is a critical component of a comprehensive approach to risk management and essential to the long-term success of any banking organization. Prime Bank primarily lends for trade finance although some amount of project financing is also undertaken. The bank has generally maintained a conservative approach towards lending and management claims that their credit appraisal process is more stringent than that of its local peers. The Prime bank follows a two-tier credit screening process: the...
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...competent project manager Crawford, L Project Management Program, University of Technology, Sydney, PO Box 123 Broadway NSW Australia 2007 As project management matures as a profession there is increasing international interest in the concept of project management competence. Demand for added value and the impact of the information age on work practices has meant that we are constantly required to deliver more for less with increasing emphasis on the competence to deliver value. Whether we recognise it or not, in every aspect of our lives, we are increasingly delivering results through projects. This places emphasis on competence of people who manage and contribute to projects. A major international research project is enhancing understanding of the project management role and of the environments in which projects are managed. It is providing clues in the search for the competent project manager. 1. Introduction Project management is often referred to as the ‘accidental profession’ [1]. It is also a profession in formation, and much of the attention given to project management competence reflects attempts to pin down, or better understand the evolving nature of project management and the role of the project manager. Although there has been focus on the search for the competent project manager, there is growing appreciation that projects will be delivered more effectively if there is synergy between the project management competence of individuals and of the organisations...
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...3.0.1 International Business - University Assessment 100 Marks Course Content 1. Overview of the International Business Process 2. PEST factors affecting International Business 3. Government influence on trade 4. International Trade Theories 5. FDI 6. Country Evaluation and Selection 7. Collaborative Strategies 8. International Marketing 9. International Trade Agreements 10. International Trade Organizations 11. International HR Strategies . 12. International Diplomacy - . Reference Text 1. International Business - Daniels and Radebouqh 2. International Business - Sundaram and Black 3. International Business — Roebuck and Simon 4. International Business – Charles Hill 5. International Business— Subba Rao 3.0.2 Strategic management 100 Marks Course Content 1. Strategic Management Process: Vision. Mission, Goal Philosophy. Policies of an Organization. 2. Strategy, Strategy as planned action, Its importance, Process and advantages of planning Strategic v/s Operational Planning. 3. Decision making and problem solving. Categories of problems, Problem solving skill, Group decision making. Phases indecision making, 4. Communication Commitment and performance, Role of the leader, Manager v/s Leaders Leadership styles 5. Conventional Strategic Management v[s Unconventional Strategic Management. The Differences, Changed Circumstance. 6. Growth...
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