to manage the country's monetary and financial system with a view to stabilizing the internal and external value of Bangladesh Taka conducive to rapid growth and development of the economy. ICT in Bangladesh Bank Bangladesh Bank started its ICT journey in 1980 with IBM 370 Mainframe computer and also started in-house software development. Since then Bangladesh Bank along with its own automations assisted different government offices, banks such as President Secretariat, National Board of Revenue
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information; • Providing actionable communication of security status across all tiers of the organization; and • Active management of risk by organizational officials. Purpose: The purpose of this guideline is to assist organizations in the development of an ISCM strategy and the implementation of an ISCM program that provides awareness of threats and vulnerabilities, visibility into organizational assets, and the effectiveness of deployed security controls. The ISCM strategy and program support
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on what they need in resources to make the Club a success and eventually open another Club. The paper will have a brief description of the people who come in the Club, and the staff. Goals and strategy will be discussed, along with professional development. The assessment needs, and the budget, then an evaluation along with the conclusion. There will be an inventory of the current technological equipment and telecommunication services, and the hardware that is used. Club IT Part 3 Organizational
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| |1.2. Limitation of the Report | | |1.3. Report Organization | | | | | |2. Organization Development (OD) and Human Resources (HR)
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of information. During this process there will be several techniques used to allow this maximum amount of input from the company and its employees to discover the downfalls of the current system and in detail what is expected within the company requirements of the new system. Information will be gathered by the use of interviews with stakeholders and employees as well as brainstorming, company document analysis, site observation at the corporate office in San Jose,
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CORPORATE SOCIAL RESPONSIBILITY SUMMARY REPORT 2010 1 2 UMW HOLDINGS BERHAD CORPORATE SOCIAL RESPONSIBILITY SUMMARY REPORT 2010 3 CONTENT 02 04 - 05 06 - 07 08 09 - 11 12 - 14 15 - 18 19 - 21 22 - 23 24 - 26 27 - 31 32 RATIONALE PRESIDENT'S STATEMENT UMW STRUCTURE OUR ECONOMIC FOOTPRINT AWARDS RECEIVED WORKPLACE MARKETPLACE ENVIRONMENT COMMUNITY PERFORMANCE DATA PROFILE DISCLOSURE FEEDBACK AND COMMENTS ABOUT THIS REPORT UMW’s Corporate Social Responsibility Report supplements our other publications
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COLLOQUIUM includes debate by practitioners and academicians on a contemporary topic Leadership Development in Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*
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requirements for the service request, describe two separate information gathering techniques that should be used during the proposed project identify two factors that are necessary to ensure that the information required for the project is gathered successfully, define the scope of the project by specifying business functions that will be included in the project describe the project’s operational, technical, and economic feasibility areas that are examined in the SDLC analysis phase summary of
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HR generalist affairs, including experience in employee recruitment and retention, staff development, mediation, conflict resolution, benefits and compensation, HR records management, HR policies development and legal compliance. Demonstrated success in negotiating win-win compromises, developing teambuilding programs, and writing personnel manuals, corporate policies, job descriptions and management reports. HR Skills |HR DEPARTMENT STARTUP |Staff Recruitment & Retention
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Training needs: Training needs can generally be classified as either individual or group needs. 1. Individual needs may relate to orientation (induction) training, initial (basic) training, remedial training (to correct perceived faults - this situation is an alternative to recruiting new staff), refresher training (such as in company policy, safety, fire drill) or personal development. 2. Group needs, on the other hand, refer to the need for a number of employees to change their behavior
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