...emotions, perceptions, and motivations as they react to and make sense of the events of the workday. As people arrive at their workplaces they don’t check their hearts and minds at the door. Unfortunately, because inner work life is seldom openly expressed in modern organizations, it’s all too easy for managers to pretend that private thoughts and feelings don’t matter. As psychologists, we became fascinated a decade ago with day-to-day work life. But our research into inner work life goes well beyond intellectual curiosity about the complex operations of emotions, perceptions, and motivations. It addresses the very pragmatic managerial question of how these dynamics affect work performance. To examine this question, we constructed a research project that would give us a window into the inner work lives of a broad population of knowledge...
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...TRAINING POLICY - MANAGEMENT TRAINEE (POLICY No.SFPL/CORP-HR/04) (Revised-w.e.f. 01 April 2012) Training is the corner stone of sound management. It is imperative on our part to impart appropriate training to the Management Trainees. Training is actively and intimately connected with all the personnel and managerial activities. If imparted effectively, it leads to: Increase in productivity Quality Improvement Fulfillment of future personnel needs. Improvement of Organizational Climate. Prevention of Obsolescence. Increase in employees’ efficiency and overall effectiveness. An effective training generally fulfills the following objectives: Bridge the gap between institution and the industry. Provide motivation to the trainee to improve his/her job performance. Develop a willingness to change. Provide for active participation by the trainees. Provide feedback. Permit practice where appropriate. OBJECTIVE OF SHEELA GROUP MANAGEMENT/TECHNICAL TRAINEE SCHEME: It is universal truth that fresh recruits who come directly from universities/institutes are having more theoretical knowledge and are not exposed to the practical application of the subject. It is, therefore, essential for any organization to mould them in a manner which suits our industry. The organization has, therefore, devised Management Trainee Scheme to achieve the objective to reducing the gap between institution and industry and to provide them an environment where they learn by doing practical things. SHEELA GROUP...
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...Organisational Requirements and Planning Tools Organisational requirements and planning tools Identify organisational requirements and protocols for diaries and staff planning tools A schedule is a tool for managing time effectively. There are several different types of schedules that can be as simple as a “To do List” or as complex as a plan for a construction project. It involves a reference to a sequence of steps or events and the allotted time for each one. In your role organising schedules you will have to work according to the organisation’s policies and procedures. If you look at the GSE Intranet, you will see the Administration policies and procedures for making appointments and processing schedules. An organisation’s requirements will depend on the availability of information and how the information is processed. Planning Tools When considering the different types of schedules there are a variety to look at including: Electronic diaries e.g. Outlook Personal and executive diaries Calendars Desk diary Electronic and manual planners Gantt charts Timetables In/Out boards and whiteboards Project Management systems Organisational Requirements The organisational procedures and systems in an organisation can include several requirements but can be loosely divided into Formal and Informal procedures: Formal Rules Formal rules usually apply to organisations that employ a large number of staff. There is a need for formal rules which usually...
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...emotions, perceptions, and motivations as they react to and make sense of the events of the workday. As people arrive at their workplaces they don’t check their hearts and minds at the door. Unfortunately, because inner work life is seldom openly expressed in modern organizations, it’s all too easy for managers to pretend that private thoughts and feelings don’t matter. As psychologists, we became fascinated a decade ago with day-to-day work life. But our research into inner work life goes well beyond intellectual curiosity about the complex operations of emotions, perceptions, and motivations. It addresses the very pragmatic managerial question of how these dynamics affect work performance. To examine this question, we constructed a research project that would give us a window into the inner work lives of a broad population of knowledge...
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...contacting a business coach in the business area to which their project belongs and expressing their interest in participating in a training course. This contact can occur via telephone, email or a face-to-face meeting. The business coach then checks whether the selected course is relevant to the project(s) the participant is involved in and whether there is a more appropriate/relevant course. To do this, the business coach accesses the central registry of projects of CBA and uses their own judgment to assess the relevance. They may also contact the participant's manager to confirm. To participate in a course, the participant must be working on a project. If there is a relevant course that the participant has not already completed, the business coach then collects all the participant's details which they send on to the training coordinator. The training coordinator checks they have received all the required information and if they have not, they send an email request back to the business coach who then collects it off the participant. Then, the missing information is emailed to the training coordinator who puts the participant's details on the course attendance sheet (an Excel file). The training coordinator then sends an invite email to the participant who can respond to their invitation to participate in the course via the reject and accept buttons in the email. After that, the training coordinator writes in their diary to remind them to check after three days whether the participant...
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...Cem Kiper Leadership Diary Individual Task April 2012 – September 2013 The purpose of the case study The team decided to co-write a diagnosis case study based on one member’s idea enriched by the other members’ own experiences. They successfully coordinated meeting off-site, presenting their ideas and analysing organizational change and human issues and their possible solutions focused on strategic leadership, culture values and international change in a Mergers and Acquisitions context affecting an international Telecoms group. This process fostered effective teamwork and communication through social networking, information sharing and group learning. A brief confidential interview with an employee from “Water Group” working in HR Audit Department, led the team to make many assumptions regarding the corporate strategy and the social climate prevailing during the integration phase. The names, the dates, the figures of the companies and people involved were modified and coded to protect confidentiality and anonymity: “Water Group” or “Water TC” acquired “Wind Telecom”. Keywords: Coordination, control, interpersonal, structure conflict, change, M&A, succession planning, organizational learning, change processes, frameworks, inertia, obstacles, adaptation of innovations, local context and cultural framing. |Table of contents: ...
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...Company Profile Project Management Services www.techno-managment.com Techno Management Company Profile-PM Table of Contents 1. Techno Management in a Glance ...................................................................................... 3 1.1 Who are we.................................................................................................................. 3 1.2 Vision .......................................................................................................................... 3 1.3 Mission ........................................................................................................................ 3 2. Our Services ....................................................................................................................... 4 3. Project Management Consultation Services ...................................................................... 5 3.1 Project Audit ............................................................................................................... 6 3.2 Project Management .................................................................................................... 6 3.3 Implementing MS Project Server ................................................................................ 6 3.4 Project Performance Management .............................................................................. 7 3.5 Developing Corporate PM Methodology ...........................................
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...ASSIGNMENT COVER SHEET COURSE : ITM 352; SOFTWARE PROJECT MANAGEMENT NAME OF LECTURER: CASMIR MAAZURE START DATE : 7TH NOV 2013 DUE DATE: 28TH NOV 2013 STUDENTS INDEX NO_: NAMES SIGNATURE 1. …………………….. 2. …………………….. 3. ……………………… 4. …………………….. 5. ……………………… Key Areas | Marks / Grade | | Excellent | Very Good | Satisfactory | Needs More Work | Understanding of task/ identification of problem | | | | | Appropriate Solution response | | | | | Logical development and argument | | | | | Evaluation and critical analysis | | | | | Research and fact finding | | | | | Style/ Referencing | | | | | NB: MAKE A CLEAN PHOTOCOPY OF THIS FOR YOUR COVER PAGE. USE PEN TO WRITE YOUR NAMES, INDEX NUMBERS AND SIGN. DO NOT REPRODUCE THIS COVER PAGE. VERY IMPORTANT ASSIGNMENT REQUIREMENTS In group of five, prepare a project plan and a report as a consultant for submission to the company. Make sure that you demonstrate the use of systematic analysis and project management methodology. You must adopt a standard framework/ format for your report. THE PROJECT CASE STUDY You have been appointed software Project Manager for the development for the new ITE Computer group Mobile Personal Communicator. Your job is to ensure that the software and associated documentation is delivered to the highest quality...
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...------------------------------------------------- The tools of project management tailored to event management Whether events for professional or festive, all agencies have or will have, at one time or another, to organize what is commonly called an "event". If the preparation and execution of these events are seen as projects, implementation methods and tools of project management is now widespread in these activities. The event projects are they like other projects? The organization of specific events such as congresses, conferences, concerts and weddings is becoming a discipline in itself. Several organizations are now in their specialty. There are many guides that offer methodologies to optimize their unwinding. However none of these methods is using the traditional approach of full project management. We will therefore try to analyze the adaptation of the approach to project management to event management. Project management event has attributes that distinguish it from the management of projects in other sectors. The first is the invariability of maturity. Insofar as it is announced well in advance to many participants, the only alternative to meeting the deadline is the cancellation of the event. The second attribute is the concentration of the result of many activities prior to a limited time. It would be unthinkable to organize an event as and when it unfolds. The third is the "consumption" of the product produced when the event is held. After this, it remains...
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... S O L U T I O N S * I D E A S * S O L U T I O N S * I D E A S Brought to you by Project Agency www.projectagency.com Why Write This Booklet and Who Wrote It? Ron Rosenhead is Managing Director of Project Agency. He believes the modern day manager needs project management skills to deliver the organisations’ agenda. He therefore decided to write this book to help support them. The writing of this Tips Booklet fits nicely with the company motto “Helping organisations deliver projects effectively.” The word project can be misleading. Many people think of large scale building works or changes in information technology. Your project may not be as big as those quoted; preparing and writing a report, developing an internet product alongside marketing and sales plan, relocating an office. They all need careful planning. This tips booklet is based on the unique Project Agency Project Management System - PMS. It has been used in many organisations and is a tried and tested and very flexible model. This booklet will help you in many ways: • Providing you with a structure to manage your projects • Giving practical advice based on over 10 years of running workshops and projects • Answering many of the questions posed by people involved in projects • Using it to check current project management practices in your organisation You, the reader may be a one person business or working in a global company with many thousands...
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...consumers Known for its ability to Innovate. aca – jan 09 2 DBApparel : Innovation When related to lingerie and hosiery technical products, the criteria for innovative offerings are: - new materials/processes - new product construction - new presentation/packaging that - do not exist in competitive products - bring added value to consumers - could be protected by intellectual property aca – jan 09 3 Innovation Board Sponsored by the CEO and composed of business VP’s, Operations VP, R&D and Brands Directors Ship Products IDEA MANAGEMENT TOOL BOX SHAPING / PROPOTYPING PRODUCTS CONCEPTS PORTFOLIO EXECUTION TECHNICAL PROJECTS PORTFOLIO Brainstormi ng Incubate ideas Screening Gate 0 Development Provides a forum for firm wide 1. Trends exchange of innovative ideas Outsourced if no IP Autun or Manila if IP 2. Market needs studies Tracks and cultivates Product Concept Projects Portfolio innovative ideas across the BU’s Removable cups Disposable Underwear Glued edges Silicone for stay in place Comfort Flexible wires Crinoline cup/Corolla and spiral cups Silicone to replace elastic trimming Up new generation “PUD coating” Pantograph back/back with folds Undertakes Research & Flexible support Support Market need Silicone for dynamic support Shaping Elastomer for flexible...
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... My career objectives can be summaries as follows: to obtain a challenging management, administrative, or technical position as deemed suitable to my skills, experience, and backgrounds, to help a successful organization or company expand further and to help myself grow further professionally, technically, and financially, to become an effective team player in a progressive organization or company. I am a highly trained, multi-‐cultured, widely-‐traveled, hard working, confident, mature, self-‐motivated, responsible, reliable, skilled individual with practical engineering skills, management experience, and consulting methods gained through many years of practical work experience in English, Engineering, Business, and Project Management covering a broad range of construction, petroleum, industrial, marketing, educational, and Internet projects. I am a healthy, friendly, outgoing, open-‐minded and flexible person. I am a...
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...Evaluating and Terminating the Project We now come to the final stage in any project—evaluating the result and shutting down the project. As we will see, there are many ways to do both, some relatively formal, some quick and dirty, and some rather casual. We discuss evaluation first, in the generic sense, and then discuss a very specific and often formal type of evaluation known as the project audit. Following this we discuss termination of the project. 8.1 EVALUATION The term “evaluate” means to set the value of or appraise. A project evaluation appraises the progress and performance relative to the project’s initial or revised plan. The evaluation also appraises the project against the goals and objectives set for it during the selection process—amended, of course, by any changes in the goals and objectives made during the project’s life. In addition, evaluations are sometimes made relative to other similar projects. The project evaluation, however, should not be limited simply to an afterthe-fact analysis. Rather, it is useful to conduct an evaluation at a number of crucial points during the project life cycle. Because the primary purpose of a project evaluation is to give feedback to senior management for decision and control purposes, it is important for the evaluation to have credibility in the eyes of both senior management and the project team. The control purpose of evaluation is meant to improve the process of carrying out projects. The decision purpose...
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...Living Total Quality Management-(The Agile way) Devyani Sharma, Saurabh Bagaria Pitney Bowes Business Insight Logix Techno Park, Tower - D Sector-127, NOIDA- 201301(U.P.) Phone 91-120-4026000 Fax 91-120-4026013/14 Devyani_sharma@mapinfo.com Abstract: Total Quality Management is used by organizations across the globe to ensure that every process from start to finish whether in product manufacturing, solution development or service distribution embraces quality as a guiding principle. In this paper we explore why TQM is such a powerful philosophy and how software development companies can benefit from TQM. We shall discuss how TQM can help when following Agile Model and how it complements the agile philosophy. The Paper will be divided in five sections:1. The Quality perspective 2. Agile Quality Management- a combined approach 3. Agile Quality Mindset 4. Challenges 5. Conclusion Keywords: TQM, Agile, Quality 1 Introduction In mid 1940s, Dr. W. Edward Deming introduced the world with concept of TQM. Dr Deming’s ideas had little impact on the American psychology but his management mantras were a huge success in Japan. As a result of which till date Japanese products are considered to of highest quality standards. Total Quality Management (TQM) is Intrinsic Quality Control, an integrative management philosophy aimed at continuously improving the performance of products, processes and services to achieve and exceed customer...
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...CHAPTER 1 INTRODUCTION 1.1 Introduction The property development industry is considered one of the major industries contributing significant growth to socio-economic development in Malaysia, as it constitutes an important element of Malaysian economy. The economics of Malaysia has experienced rapid growth with thousands of houses are built every year to fulfill the demand of rising population and economy activities. According to tradingseconomics.com (2011), Malaysia has been undertaking a sustainable economy growth throughout decades, with GDP (Gross Domestic Product) growth of 1.17 percent from 2000 until 2011, achieving an historical high of 5.90 percent in September 2009. Property developers found the potential in property development in Malaysia fascinating due to geographical reality of Malaysia, which provides great opportunity and potential to the housing industry. It is essential to distinguish the factors that affect housing construction costs in Malaysia with the aim of minimizing the construction costs, besides of discovering actions to reduce the high cost of housing. Various authors and the ways to develop alternative building materials to produce cheaper and durable homes have discussed the latter severally. 1 1.2 Background Real Estate and Housing Developers Association (REHDA), the main governmental body responsible in property development industry in Malaysia, has initiated on 13 October 2000. This organization plays an important role in...
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