PROGRAMMES OF DISTANCE MODE and M.Sc. Computer Science - Free Open Source Software (FOSS) ONLINE PROGRAMME FOR THE ACADEMIC YEAR 2013-14 BATCH 1. MBA – General Management 2. MBA – Technology Management 3. MBA – Financial Services Management 4. MBA – Retail Management 5. MBA – Health Services Management 6. MBA – Human Resource Management Printed Application form can be obtained in person from the Centre for Distance Education‚ Anna University‚ Chennai - 600 025. The cost of application form is `
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References: Adebisi‚ Y. (2006). ‘Essential of Marketing Management‚ 1st ed.’‚ Lagos: Cilgal Publication. Agnew‚ J. A. (1987) Place and Politics: The Geographical Mediation of State and Society. Boston‚ MA: Allen & Unwin. Assael‚ H. (1974)‚ ‘Product Classification and the Theory of Consumer Behaviour’‚ Journal of
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Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol 3‚ No 1‚ 2012 www.iiste.org An Evaluative Study on Tourism in Bangladesh Rajib Kanti Das* ‚ Jaba Chakraborty Faculty of Business Administration‚ BGC Trust University Bangladesh‚ BGC Biddyanagar‚ Chandanaish‚ Chittagong‚ Bangladesh: Mobile: 8801716-101740 * E-mail of the corresponding author: rajibkantidas@hotmail.com Abstract Tourism is one of the most promising sectors for Bangladesh with her huge
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INTRODUCTION Talent Management implies recognizing a person’s inherent skills‚ traits‚ personality and offering him a matching job. Every person has a unique talent that suits a particular job profile and any other position will cause discomfort. It is the job of the Management‚ particularly the HR Department‚ to place candidates with prudence and caution. A wrong fit will result in further hiring‚ re-training and other wasteful activities. Talent Management is beneficial to both
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CHAPTER ENTITLED: FRAMEWORK FOR GLOBAL TALENT MANAGEMENT: HR ACTIONS FOR DEALING WITH GLOBAL TALENT CHALLENGES Randall S. Schuler‚ Susan E. Jackson Rutgers University and Lorange Institute of Business Zurich and Ibraiz Tarique Pace University Source: To appear in H. Scullion and D. Collings (eds.)‚ Global Talent Management (London: Routledge‚ 2010). © Randall S. Schuler‚ Susan E. Jackson and Ibraiz Tarique. The authors wish to express thanks for preparatory comments and suggestions to Clemens
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Talent Management Strategy Alicia Cann Dr. Zelphia Brown‚ SPHR HRM532- Talent Management 5/12/13 Formulate a talent management strategy to encompass the entire talent requirements of the organization. When discussing and planning your organization’s future‚ it’s important to consider not just the goals‚ objectives‚ and initiatives‚ but clearly how to accomplish them. The most important contributor is undoubtedly your employees. Aligning the organization’s business strategy
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Background In recent years‚ talent management (TM) has become a phrase that is readily circulating in many organizations. However‚ this phrase did not appear on the HR scene until the late 1990s‚ when McKinsey & Company consultants first coined the term in their report The War for Talent (1997). Therefore‚ the review of the literature concerning the development of TM cannot miss out the earliest discussion from this landmark study‚ which exposed the ‘war for talent’ as a strategic business challenge
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What is Talent Management? Talent management is a complex collection of connected HR processes that delivers a simple fundamental benefit for any organization: Talent drives performance. We all know that teams with the best people perform at a higher level. Leading organizations know that exceptional business performance is driven by superior talent. People are the difference. Talent management is the strategy. Analyst research has proven that organizations using talent management strategies
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TALENT MANAGEMENT COMPANY NAME : WIPRO [pic] COMPANY PROFILE Wipro (an acronym of "Western India Palm Refined Oils") started as a vegetable oil trading company in 1947 from an old mill at Amalner‚ Maharashtra. It was founded by Azim Premji’s father. He repositioned it and transformed Wipro (Western India Palm Refined Oil Ltd) into a consumer goods company that produced hydrogenated cooking oils/fat company‚ laundry soap‚ wax and tin containers and later set up Wipro Fluid
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Sustainable Talent Management In order for organizations to meet the growing demands of business sustainability and maintain a competitive advantage over the competition‚ businesses are encouraged to take a hard look at their talent pool (Urlaub‚ 2011). This process aims to retain employees and foster their continuing development of skills and competencies to achieve the organization’s immediate performance goals and long-term strategic objectives. This often requires managers to
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