Participative Management – Workers Participation in Management

Human Resource Management

Case Study on Entrepreneurship: Larry Page

Business Analysis

The Boundaryless Career: Modern Contemperory Perspective on Career

Human Resource Management

How to Meet Costa Rica’s 2026 VASP Requirements Without Expanding Headcount

General Business Articles

Concepts of Throughput Accounting and Theory of Constraints

Financial Management

Basic Laws of Sampling

Sometimes it is possible to obtain sufficiently accurate results by studying a part/a segment of the population. Thus the few items are selected from the population in such a way that they are the representative of the universe and these representatives in research are called as ‘sample’. The process of selecting the representatives from the population is called ‘sampling’. Thus sampling is simply the process of learning about population on the basis of sample drawn from it. Under this method a small group of universe is taken as the representative of the whole mass and the results are drawn. It is the method to make social/business investigation practicable and easy. Sampling is, therefore, resorted to when either it is impossible to enumerate all the units in the whole population or when it is too costly to enumerate in terms of time and money or when the uncertainty inherent in sampling Continue reading

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International Human Resource Management (IHRM) – HRM from an International Perspective

International Human Resource Management International Human Resource Management (IHRM) involves ascertaining the corporate strategy of the company and assessing the corresponding human resource needs; determining the recruitment, staffing and organizational strategy; recruiting, inducting, training and developing and motivating the personnel; putting in place the performance appraisal and compensation plans and industrial relations strategy and the effective management of all these functions from an international perspective. The strategic role of HRM is complex enough in a purely domestic firm, but it is more complex in an international business, where staffing, management development, performance evaluation, and compensation activities are’ complicated by profound differences between countries in labor markets, culture, legal systems, economic systems, and the like. It is not enough that the people recruited fit the skill requirement, but it is equally important that they fit in to the organizational culture and the demand of the diverse environments in which the organization Continue reading

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Types of Mutual Fund Schemes: By Structure

1. Open-ended schemes Open-ended or open mutual funds are much more common than closed-ended funds and meet the true definition of a mutual fund — a financial intermediary that allows a group of investors to pool their money together to meet an investment objective— to make money! An individual or team of professional money managers manage the pooled assets and choose investments, which create the fund’s portfolio. They are established by a fund sponsor, usually a mutual fund company, and valued by the fund company or an outside agent. This means that the fund’s portfolio is valued at “fair market” value, which is the closing market value for listed public securities. An open-ended fund can be freely sold and repurchased by investors. Buying and Selling: Open funds sell and redeem shares at any time directly to shareholders. To make an investment, you purchase a number of shares through a representative, Continue reading

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Selection Process in Human Resource Management

Selection Process Selection activities usually follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. It is very important for human resources management because this process help human resources personnel to identify the candidate with the necessary qualification to perform successfully in the job. Selection process has several steps which are as follows: Initial Screening: To further proceed with recruiting efforts, human resources management has to initiate a preliminary review of the potentially acceptable candidates. There are two steps for this screening procedure. (1)The screening of inquiries and (2)The provision of screening interviews. Once the screening process is successful, an organization will have a pool of potential candidate. On the basis of job description and job specification, many of the candidates have been removed from the potential list. These occur due to irrelevant experience or inadequate qualification and education. The provision of screening Continue reading

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Social Research – Definition, Steps and Objectives

Definitions of Social Research The term ‘social research’ has been defined by different scholars differently. The few definitions are as follows: Prof. C.A. Moser defined it as “systematized investigation to give new knowledge about social phenomena and surveys, we call social research”. Rummel defined it as “it is devoted to a study to mankind in his social environment and is concerned with improving his understanding of social orders, groups, institutes and ethics”. M.H. Gopal defined it as “it is scientific analysis of the nature and trends of social phenomena of groups or in general of human behavior so as to formulate broad principles and scientific concepts”. Mary Stevenson defined it as “social research is a systematic method of exploring, analyzing and conceptualizing social life in order to extend, correct or verify knowledge, whether that knowledge aid in the construction of a theory or in the practice of an art. A Continue reading

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Case Study: Siebel’s Solution for Tata Motors

TATA Motors is India’s foremost, and the only fully integrated automobile manufacturer. Established in 1945 as TATA Engineering & Locomotive Company (TELCO), to manufacture locomotives and other engineering products, the company is today among the world’s top 10 producers of commercial vehicles. TATA Motors was also previously known as TATA Engineering. It is today one of the biggest and most prominent companies in the TATA group, with an annual revenue of $1.8 billion in 2001-02. Today TATA motors’ vehicles run in more than 70 countries. TATA Motors use a manual dealer management system, where every dealer managed details. With legacy-based systems, the environment produced inconsistent data, making interpretations difficult and resulting in inefficient planning for capacity and spare parts. The basic challenge was to provide a Dealer Management System (DMS) solution. All in all, TATA Motors required a standardized solution that would provide them with: Increase in sales and profitability Continue reading

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