Disclosures About CSR Practices: A Literature Review Kavitha W * and Anita P ** Corporate Social Responsibility (CSR) is now prominent and evident more than ever due to the emphasis laid on businesses regarding environmental, social and ethical issues. The level of CSR activities of the firms is made known to public only through the disclosures. This paper reviews the literature on CSR disclosures and the effect of these disclosures. There are various factors which determine the extent of disclosures
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Topic no.1- strategic management- A brief introduction: Strategy –definition, scope and importance: A strategy is a plan of action designed to achieve a vision. It can also be said that, strategy is a pattern in action over time of getting from here (present position) to there9 desired future position) Everybody is concerned with some strategy as it involves a plan “how and means of getting from here to there”. Strategy the word derives from the Greek word for generalship in army. It is the
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1. Management and manager definitions(tell about several definitions and about resources and goals). Rule of successful management .Difference between management and administration Management definitions: * The process of organizing methods ,manpower and other resources to achieve organizational goals * Is more than art and science Managing is working with and through people to accomplish the objectives of both the organization & its members. * It means art or skills of directing
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researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement
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researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement
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Driving Globalization 50 Factors in Increased Globalization 51 What's Wrong with Globalization? 56 Threats to National Sovereignty 56 Economic Growth and Environmental Stress 57 Growing Income Inequality 57 s | Point ^J3ffi^S^^3 ' Offshoring Good Strategy? 58 Why Companies Engage in InternationaLBusiness Expanding Sales 60 , Acquiring Resources 60 Minimizing Risk 60 60 Modes of Operations in International Business Merchandise Exports and Imports 62 Service Exports and Imports 62 Investments
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August, 1987 ® The Academy of Management EXECUTIVE, pp. 207-219 1987, Vol. 1, No. 3, Linking Competitive Strategies with Human Resource Management Practices Randall S. Schuler and Susan E. Jackson New York University ver the past several years there has been increased recognition that there is a need to match the characteristics of top managers with the nature of the business. According to Reginald H. Jones, former chairman and CEO of the General Electric Company, O The result of
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survey of similar sized firms operating in USA and Iran. One country stands for freedom of expression while the other is known for religious fundamental beliefs. A survey of managers was carried out in a bid to understand attitudes with respect to strategy, communication, technology and human resource management. The finding was that while local culture creates a certain competitive environment, the running of business is determined by the belief system of the business owner and manager style of
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ACQUISITIONS 5 TYPES OF MERGERS AND ACQUISITONS 7 Horizontal Merger 7 Vertical Merger 7 Co-Generic Merger 7 Conglomerate Merger 7 RECENT EXAMPLES 8 REASONS FOR MERGERS AND ACQUISITIONS 10 Growth of the company 10 Synergy 10 Diversification and expansion 11 Elimination of competition 11 × REASONS WHY MERGERS AND ACQUISITONS CAN FAIL 12 No common vision 12 Weak leadership and poor governance 12 Poor strategic fit 12 Cultural and Social Differences 13 Incomplete
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INDUSTRY EXPERTS ................................................................................... 13 8. BIBLOGRAPHY.......................................................................................................................... 15 MDI-PGPM-HRM-Term-II Page 1 Multinationals and their impact on Labour Scene BACKGROUND India was predominantly an agricultural economy till Independence in 1947. Even after Independence, the First Five-Year Plan (1951 —56) laid emphasis on agriculture. With
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