Manpower analysis
Download as pptx, pdf1 like1,917 views
The document analyzes security personnel at MDI campus and provides recommendations. It notes that there are currently 30 security personnel working in 2 shifts of 12 hours each to manage security across the entire campus, including gates, residences, and buildings. However, the long shifts lead to fatigue, and security is sometimes inefficient or stretched thin. The document recommends increasing manpower, reducing shift times to prevent fatigue, and repositioning personnel to better address requirements.
1 of 6
Downloaded 13 times
Ad
Recommended
Manpower analysis spr 2012
Manpower analysis spr 2012Laiqa Ahmed
油
The document discusses strategies for human resource management (HRM) to achieve strategic goals. It notes that in today's economy, intellectual capital and employees are more powerful assets than physical or financial capital. It outlines several questions for HRM to consider regarding how to achieve a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan future HR deployment, build incentives, and safeguard company interests. The document provides population and labor force statistics and forecasts for Pakistan, including projections for workforce size, unemployment rates, and sector employment breakdowns at national and regional levels through 2020. It discusses trends in Pakistani recruiting and challenges around brain drain, unemployment, horizontal mobility, and validating selection processes. Finally, it outlines some retentionManpower gap analysis in Civil Hospital Amritsar (2013)
Manpower gap analysis in Civil Hospital Amritsar (2013)Anant Dev Asheesh
油
This document provides a manpower gap analysis for a hospital. It analyzes the sanctioned, proposed, and filled positions for doctors, para-medical staff, administrative staff, operation theatre staff, and blood bank staff against the standards set by the IPHS norms. It identifies gaps where the number of filled positions is less than the proposed positions. The overall gaps for doctors is 3 positions for the current norm and -20 positions for the next higher norm. Significant gaps exist for staff nurse, hospital workers, and general duty doctors.Experience Inbound Committees (Team Hierarchy)
Experience Inbound Committees (Team Hierarchy)Experience inbound initiative
油
The document lists members of various committees under President Mohamed Elsalamony, focusing on areas such as human resources, logistics, marketing, and fundraising. Each committee has specific goals and responsibilities outlined, emphasizing collaboration and communication among members. The content serves as an organizational update for committee activities and objectives.悋惺惆 悋愃悸 悋悒悴慍悸
悋惺惆 悋愃悸 悋悒悴慍悸 sharaza sharaza
油
悋惓悸 惆 愆悋 悋惺惆 悋愃悸 悋悒悴慍悸 惠愆 悋惷惺 惓 悋悖惡悴惆悸 悖悋惺 悋悋惠 悋悴 悋悖慍悸. 悋 惠惠悋 悋悖惺悋 悋 悋悖愕悧悸 悋悋惘悸 惡 悋惶悋惠 悋慍惆 悋悋惺惆 悋忰悸. 悵悋 悋惘惆 惺惆 惘悴惺悋 惆悋 惆悋惘愕 悽惠 悋愕惠悋惠 惠惺慍慍 愃悸 悋悒悴慍悸.惠惆惘惡 悋惆悋惘悸 悋惠 .. 愕悋惘 悋惆惡惘
惠惆惘惡 悋惆悋惘悸 悋惠 .. 愕悋惘 悋惆惡惘 SaRah El-DeBerky
油
惆 悋惠惆惘惡 惠悴悋惠 忰 悸 惠忰愕 悒惆悋惘悸 悋惠 悽悋 惠忰惆惆 悋悖悋惠 悒悴悋慍 悋悋 惡愆 惺悋. 惠悋 悋惠惆惘惡 悋愕惠惘悋惠悴悋惠 惠悴悋慍 悋悒忰惡悋愀 慍悋惆悸 悋悒惠悋悴悸 悽悋 悋惠惴 悋惠悽愀愀. 愕悋惺惆 悋愆悋惘 悋愕 悖惆悋悄 惠愀惘 悋惘悋惠 悒惆悋惘悸 悋惠 惠忰 悖惆悋 惡悋悄悸.悋惘悸 惠惺惆 惡惺惷 悋惆 惴悋 悋惺
悋惘悸 惠惺惆 惡惺惷 悋惆 惴悋 悋惺Abdulrahman Almasri
油
惠悋愆 悋惓悸 惠惺惆悋惠 惠惘忰悸 惺 惴悋 悋惺 惠惠悋 悖忰悋悋 悴惆惆悸 惷悋惡愀 忰惆惓悸 惠惠惺 惡悋惺惆 悋惠慍悋悋惠 悖惶忰悋惡 悋惺 悋惺悋. 惠愆 悋惠惺惆悋惠 悋愕惠惓悋悄悋惠 惠惠惺 惡悧悋惠 惺悸 悋惺悋 悒惺悋惆悸 惶悋愃悸 惡惺惷 悋悋惆 惠惷忰 忰 悋惠慍悋悋惠 悋悖愀惘悋 悋惺悸. 悋 惠愆惘 悒 惷惘惘悸 惠惆 悋悧忰 惠惴悸 惷悋 悴惺 悋惺悋 忰 悋悴惡悋惠 惡悴惡 悋惴悋 悋悴惆惆.Manpower planning
Manpower planningSonali Subhadarshini
油
The document discusses manpower planning and job analysis, emphasizing its importance in ensuring the right quantity and quality of personnel in an organization. It outlines objectives, characteristics, types, processes, and factors affecting manpower planning, as well as detailed job analysis procedures. Key examples include Infosys and McDonald's strategies for managing workforce requirements and recruitment.Registered Nurse in the Intensive care Unit - 惘惷(悸) 悴悋慍(悸) 忰惆悸 悋惺悋悸...
Registered Nurse in the Intensive care Unit - 惘惷(悸) 悴悋慍(悸) 忰惆悸 悋惺悋悸...Taha Harb
油
悋惓悸 惡愀悋悸 惶 惴 惘惷 悴悋慍 愕 悋惺悋悸 悋悋悧悸 惠愆 惠悋惶 悋惴悸 惓 悋悋 悋愕悗悋惠 悋惺 悋惠愀惡悋惠 悋悖悋惆悸. 悴惡 惺 悋惘惷 悒惆悋惘悸 惷悋 惠惆 悖惷 惘惺悋悸 惘惷 忰悋悋惠 悋愀悋惘悧 惡悋悒惷悋悸 悒 悋惠愕 惺 悋惘 悋愀惡悸 悋悒愆惘悋 惺 悋愕悋惺惆. 悋 惠惠惷 悋惓悸 愆惘愀 悋惺 悋惘悋惡愀 悋惆悋悽悸 悋悽悋惘悴悸 惴悸.Principaux indicateurs, R辿sultats du recensement 2014
Principaux indicateurs, R辿sultats du recensement 2014Kom Kimo
油
l'Institut National de la Statistique (Statistiques Tunisie) organise une conf辿rence de presse pour divulguer les r辿sultats du Recensement de la population et de l'habitat 2014Applying consultation skills
Applying consultation skillsFayzaRayes
油
悋惓悸 惠惠悋 悋惘悋惠 悋悋愕惠愆悋惘悸 悋惺悋悸 悋愀惡悸 惺 悋惠惘慍 惺 悸 悋惠惘忰惡 惡悋惘惷 惠忰 悋惠 惠悋惶 悋惺悋. 惠惠惷 悖惓悸 惺 悋惠悋惶 悋悋悴惠悋惺 悋悖愕悧悸 悋惠忰悸 悋悋愕惠悋惺 悋愆愀 悋惠惺悋愀 惡悋悒惷悋悸 悒 惠悋惠 悴惺 悋惺悋惠 忰 悋忰悋悸 悋惶忰悸 惘惷. 惷忰 悋惶 悖悸 悒愆悋悄 悴 悋惘悋忰悸 悋惆惺 惠忰慍 悋悋愆 悋惠忰 忰 悋愆悋惠 悋惶忰悸.Self Branding For LinkedIn - 悋惠愕 悋愆悽惶 惺 惆悋
Self Branding For LinkedIn - 悋惠愕 悋愆悽惶 惺 惆悋Mohamed Shaban
油
惠惠悋 悋惓悸 悖悸 悋惠愕 悋愆悽惶 惺 惆 悒 悸 惡悋悄 惶惘悸 愕惺悸 悸 悋愕. 惠愆 悋惶悋悧忰 悽愀悋惠 悒愆悋悄 愆悽惶 悋忰惠惘悋 惡悋悄 愆惡悸 惺悋悋惠 惡惘悸 惡惺 悋愕 惡愆 惺悋. 悋 惠莾惘 悒 悖悸 惠悋惺 悋愕惠悽惆 惺 悋忰惠 悋悴悋惺悋惠 悋悽悋惶悸 惡悴悋 慍悋惆悸 惘惶悸 悋忰惶 惺 惘惶 惺.Occupational health and Safety Management ( Arabic Version )
Occupational health and Safety Management ( Arabic Version )Dr. Yousif Eltayeb
油
悵悋 悋惠悋惡 惠悖 悋惆惠惘 愕 悋愀惡 惠悋 惺 悒惆悋惘悸 悋愕悋悸 悋惶忰悸 悋悸 惷忰悋 悋悖愕愕 悋悋 悋惠 惠愕悋惺惆 悋悖惘悋惆 悋惴悋惠 惺 惠忰 悋悖悋 惡悧悋惠 悋惺. 惆 悋惠悋惡 悒 惠惡悸 悋忰悋悴悸 悋惠慍悋惆悸 惆 悋悗愕愕悋惠 悋惺惘惡悸 惠愀惡 惺悋惘 悋愕悋悸 忰惓 惠惷 悋惷惺 惠惺惆惆悸 惠惠惺 惡悋悽悋愀惘 悋悸 愀惘 悋悋悸. 悋 菏惠惡惘 惘悴惺悋 悋 惠悽惶惶 悵悋 悋悴悋 惆悋 惡悋愃悸 悋惺惘惡悸 惠愕 悋 悋惠愀惡.悽惘悋悧愀 悋
悽惘悋悧愀 悋visual8
油
惠愕惠惺惘惷 悋惓悸 悋愕惠惘悋惠悴悸 悽惘悋悧愀 悋悋 悖惆悋悸 惺悋悸 悋惠惺 惠愕 悋愀悋惡 惠悸 悋惘悋惠 惠惴 悋惺悋惠. 惆 悋惡惘悋悴 悋惠惆惘惡 惠 悋惺 悋愕惠悽惆悋 悽惘悋悧愀 悋 惡愀惘 惡惠惘悸 慍悋惆悸 惠悋惺 悋愀悋惡 惠忰 惠惺 悵 惺. 惠悗惆 悋惓悸 惺 悖悸 惘惡愀 悋惺惘悸 悋愕悋惡悸 惡悋惠惺 悋悴惆惆 悽悋 惠惆 悋悋惆悸 惡惶惘悸 惴悸 惠惺慍慍 悋惠惘 悋惆 悋悒惡惆悋惺.Consultation models
Consultation modelsFayzaRayes
油
The document discusses various consultation models in family medicine, including traditional disease-focused models and more comprehensive models that emphasize the patient-physician relationship and address psychosocial factors. It then presents Fayza Rayes' comprehensive consultation model, which aims to integrate effective communication skills into the traditional clinical method in a practical way that can be incorporated into daily practice and medical records. The model emphasizes a patient-centered and holistic approach that addresses patient needs beyond just disease management.惠忰惆悋惠 悒惆悋惘悸 悋悋惘惆 悋惡愆惘悸 悋愀 悋惺惘惡
惠忰惆悋惠 悒惆悋惘悸 悋悋惘惆 悋惡愆惘悸 悋愀 悋惺惘惡Arab Federation for Digital Economy
油
惠惘 悧悸 悋悒悋惘悋惠 悸 惓悸 愆悋悸 忰 悒惆悋惘悸 悋悸 悋悖 悋惠忰惆悋惠 悋惠惺悸 惡悋 悋悒悋惘悋惠. 惠愕愀 悋惓悸 悋惷悄 惺 悖悸 悋惡悋悋惠 悒惓惡悋惠 悋悸 惠愕惠惺惘惷 悋愕惠惘悋惠悴悋惠 悋愆惘悋悸 悋惘悗悸 悋愕惠惡悸 惠愀惘 惴悋 悋悸. 惠 惠惆 惺悋惠 悒忰惶悋悧悋惠 惆惺悋 惷惺悋惠 悋愀惘忰悸.悋愕 悋悴惆悋惘悋惠
悋愕 悋悴惆悋惘悋惠Nora Abdullah
油
惠愕惠惺惘惷 悋惓悸 悋愕惠惘悋惠悴悸 惠忰愕 悖惆悋悄 悋惺悋惠 悋惠惺 悽悋 惠愀惘 悴惆悋惘悋惠 悋愆悽惶悸 悋悸 惠惆 惆 惠悋 忰惆惆 悋悋惘悋惠 悋愀惡悸. 惆 悋惆 悒 惠惺慍慍 悋惺悋悸 悋惠惺悸 惠愕 惡悧悸 惠惺悸 悋悧悸 悒惡惆悋惺 悋惠慍. 悋 愆惆惆 惺 悖悸 惆惘 悋惺悸 悗惓惘悸 惘悧愕悸 悋惺悸 悋惠惺悸 惷惘惘悸 惠惺慍慍 惆惘悋惠悋 惡悋愕惠惘悋惘.Manpower review and hr budget
Manpower review and hr budgetWalid Al Wakeel
油
惠悋 悵悋 悋愕惠惆 惘悋悴惺悸 悋 悋惺悋悸 慍悋悸 悋悋惘惆 悋惡愆惘悸 愕惠惺惘惷 悖悋惺 悋惴悋悧 忰悴 悋悸 悋惺悋悸 悋悋慍悸. 悋 莛惆惆 悋悋悵悴 悋愕惠悽惆悸 惠悽愀愀 悋悋惘惆 悋惡愆惘悸 惷惺 惠悋惶 惺 惺惆惆 悋悖惘悋惆 悋愀惡 悋悋 悋愀惡悸 悋 悴惆 慍 忰惆惆.惠 悋悖惆悋悄 悋惴
惠 悋悖惆悋悄 悋惴Ramez Abdo
油
惠 悋悖惆悋悄 悋惴 惺悸 悸 悒惆悋惘悸 悋悋惘惆 悋惡愆惘悸 惠惆 悒 惠 悖惆悋悄 悋惴 惆 惠忰 悖惆悋. 惠惷 惠 悋悖惆悋悄 惘悋悴惺悸 悋悖惆悋悄 悋惺 悋惘惠 惡悋惠惺悋惠 悋忰惆惆悸 惺慍慍 惠愀惘 悋悖惆悋悄 慍悋惆悸 悋悋惺悸 悋惠惴悸. 悋 愕悋 悋惠悽悋悵 惘悋惘悋惠 悒惆悋惘悸 惓 悋惠惘悋惠 惠忰惆惆 悋悋忰惠悋悴悋惠 悋惠惆惘惡悸.惠悽愀愀 悋愕悋惘 悋惴
惠悽愀愀 悋愕悋惘 悋惴Abdelkhalek Mamdouh
油
惠悋愆 悋惓悸 悋惠悽愀愀 悋 悽悋 惺惆悸 忰愀悋惠 惠惠惷 悋惠惺惘 惡悋愕 惠忰惆惆 悋悖惆悋 悋惠惘 愕 悋惺 惶惘. 忰惠 悋惶 惺 悖惆悋惠 惓 惠忰 SWOT 悋悽惠惡悋惘悋惠 悋愆悽惶悸 惡悋悒惷悋悸 悒 惺悋惠 忰 愆 愕 悋惺 悋惠悽惶惶悋惠 悋悽惠悸. 莜惠惠 惡惺惘惷 愀惘 惠愀惘 悋悋惘悋惠 悸 惆悽 愕 悋惺.Cost control
Cost controlAmiya Sahoo
油
Cost control involves executive actions to maintain costs within established budgets and standards through close monitoring and corrective actions when needed, while cost reduction aims to permanently lower unit costs through eliminating waste and unnecessary expenses to improve profit margins and ensure business survival, growth, and competitiveness. The key difference is that cost control prevents costs from exceeding limits while cost reduction goes further to optimize resource use and lower costs over time.Us wine industry section c_group2
Us wine industry section c_group2pg13tarun_g
油
The US wine industry in 2001 was mature and highly competitive. It was dominated by a few large players in the budget segment and had over 2500 wineries producing the remaining volume. Competition was intense as production outpaced consumption by 15-20% and there were low barriers to entry. Under Porter's five forces, the threat of new entrants and substitutes was high along with high competitive rivalry. A new entrant without differentiation would face strong challenges. To succeed, a new company should target the non-wine drinking majority and create an untapped blue ocean market rather than competing head-on in the red ocean. Existing players should also look beyond the red ocean to expand consumption. The industry competes on quality for premium wines and10 section c group10_innovating for sharedvalue (2)
10 section c group10_innovating for sharedvalue (2)pg13tarun_g
油
The document discusses creating shared value through social enterprises. It outlines five mutually reinforcing elements for companies to consider: embedding a social purpose, defining the social need, measuring shared value, creating an optimal innovation structure, and co-creating with external stakeholders. Examples are provided of companies like Nestle, Novartis and Danone that have successfully created both social and business value through applying these principles.8 section c group 8 - un global compact - 6 march 2014 - v1
8 section c group 8 - un global compact - 6 march 2014 - v1pg13tarun_g
油
The document discusses the UN Global Compact (UNGC) and Global Compact Network India (GCNI). The UNGC is a voluntary initiative for businesses to align strategies and operations with universal principles on human rights, labor, environment and anti-corruption. Companies join by endorsing the UNGC's 10 principles and reporting on progress. GCNI is the Indian local network that aims to expand the UNGC movement in India through initiatives like seminars, workshops and collective action projects. It has governing council and membership fees for participating companies.7 csr group 7 section c_disruptive innovation for social change
7 csr group 7 section c_disruptive innovation for social changepg13tarun_g
油
This document presents information on disruptive innovation for social change. It discusses three types of innovation: sustainable, disruptive, and catalytic. Catalytic innovation aims for social change as the primary objective by meeting unserved or overserved needs through simpler, less costly solutions. The document then summarizes several examples of catalytic innovations in India, including the Social Works and Research Centre in Tilonia, Dilli Haat marketplace, Narayana Health hospitals, and e-Choupal internet kiosks for farmers. It concludes that catalytic innovations can effectively address social causes by serving underserved groups and creating widespread social and economic changes through scaling.5 mainstreaming csr group 5 setion_c (1)
5 mainstreaming csr group 5 setion_c (1)pg13tarun_g
油
Corporate social responsibility (CSR) can be defined in various ways, but generally refers to how companies manage their business processes to produce an overall positive impact on society. The document discusses three models for how companies approach CSR - the business case model, social values-led model, and syncretic stewardship model. The business case model views CSR primarily as a way to gain competitive advantages, the social values-led model makes social issues the main priority over economic goals, and the syncretic stewardship model seeks a balance between economic and social objectives. The document also examines how these models differ in their leadership philosophies, treatment of stakeholders, and organizational cultures related to uncertainty avoidance, assertiveness, and future orientation.4 civil learning tool
4 civil learning toolpg13tarun_g
油
This document discusses the concept of corporate social responsibility (CSR) as a continual learning process with two types of learning: organizational learning and societal learning. It outlines five stages of organizational learning (defensive, compliant, managerial, strategic, civil) and four stages of societal learning around issues (latent, emerging, consolidating, institutionalized). It provides examples like Nike to illustrate how companies can progress through the stages over time to more strategically integrate CSR. The key message is that CSR is a long-term process, not an overnight change, and companies should aim to move to the higher-opportunity "green zone" of civil learning.9 csr shared value
9 csr shared valuepg13tarun_g
油
The document discusses the concept of shared value, which involves creating economic value in a way that also addresses societal needs. It notes that current practices view companies and communities as being at odds, whereas shared value recognizes their interdependence. Shared value can be created by reconceiving products and markets to meet social needs, redefining productivity in the value chain, and building supportive industry clusters. Examples include improving farmers' livelihoods through better techniques and Intel reducing power usage. Overall, shared value represents the next evolution of capitalism by aligning profitability and social progress.Sec c strategy and society (1)
Sec c strategy and society (1)pg13tarun_g
油
This document discusses strategies for integrating corporate social responsibility (CSR) with business strategy and competitive advantage. It argues that CSR activities should address social issues directly related to a company's value chain and external business environment. Mapping a company's value chain identifies touchpoints between business operations and society that can create shared value. An effective CSR strategy selects issues where the company can have the greatest positive social impact while also reinforcing its business strategy and long-term competitiveness. This creates a social dimension to the company's value proposition that can provide competitive advantages.Section c group2_firewall_ final
Section c group2_firewall_ finalpg13tarun_g
油
This document provides an overview of firewalls including:
- Firewalls are systems that permit or deny network transmissions to protect networks from unauthorized access and allow legitimate communication while protecting data integrity.
- There are different types of firewalls including network firewalls, application-layer firewalls, and hybrid firewalls.
- Firewalls work by using methods like packet filtering, proxy services, and stateful inspection to control inbound and outbound network traffic.
- Firewalls act as filters, gateways, and control points to screen traffic and regulate access between internal and external networks. Hardware and software firewalls are used to protect small offices and home networks from internet threats.More Related Content
Viewers also liked (13)
Principaux indicateurs, R辿sultats du recensement 2014
Principaux indicateurs, R辿sultats du recensement 2014Kom Kimo
油
l'Institut National de la Statistique (Statistiques Tunisie) organise une conf辿rence de presse pour divulguer les r辿sultats du Recensement de la population et de l'habitat 2014Applying consultation skills
Applying consultation skillsFayzaRayes
油
悋惓悸 惠惠悋 悋惘悋惠 悋悋愕惠愆悋惘悸 悋惺悋悸 悋愀惡悸 惺 悋惠惘慍 惺 悸 悋惠惘忰惡 惡悋惘惷 惠忰 悋惠 惠悋惶 悋惺悋. 惠惠惷 悖惓悸 惺 悋惠悋惶 悋悋悴惠悋惺 悋悖愕悧悸 悋惠忰悸 悋悋愕惠悋惺 悋愆愀 悋惠惺悋愀 惡悋悒惷悋悸 悒 惠悋惠 悴惺 悋惺悋惠 忰 悋忰悋悸 悋惶忰悸 惘惷. 惷忰 悋惶 悖悸 悒愆悋悄 悴 悋惘悋忰悸 悋惆惺 惠忰慍 悋悋愆 悋惠忰 忰 悋愆悋惠 悋惶忰悸.Self Branding For LinkedIn - 悋惠愕 悋愆悽惶 惺 惆悋
Self Branding For LinkedIn - 悋惠愕 悋愆悽惶 惺 惆悋Mohamed Shaban
油
惠惠悋 悋惓悸 悖悸 悋惠愕 悋愆悽惶 惺 惆 悒 悸 惡悋悄 惶惘悸 愕惺悸 悸 悋愕. 惠愆 悋惶悋悧忰 悽愀悋惠 悒愆悋悄 愆悽惶 悋忰惠惘悋 惡悋悄 愆惡悸 惺悋悋惠 惡惘悸 惡惺 悋愕 惡愆 惺悋. 悋 惠莾惘 悒 悖悸 惠悋惺 悋愕惠悽惆 惺 悋忰惠 悋悴悋惺悋惠 悋悽悋惶悸 惡悴悋 慍悋惆悸 惘惶悸 悋忰惶 惺 惘惶 惺.Occupational health and Safety Management ( Arabic Version )
Occupational health and Safety Management ( Arabic Version )Dr. Yousif Eltayeb
油
悵悋 悋惠悋惡 惠悖 悋惆惠惘 愕 悋愀惡 惠悋 惺 悒惆悋惘悸 悋愕悋悸 悋惶忰悸 悋悸 惷忰悋 悋悖愕愕 悋悋 悋惠 惠愕悋惺惆 悋悖惘悋惆 悋惴悋惠 惺 惠忰 悋悖悋 惡悧悋惠 悋惺. 惆 悋惠悋惡 悒 惠惡悸 悋忰悋悴悸 悋惠慍悋惆悸 惆 悋悗愕愕悋惠 悋惺惘惡悸 惠愀惡 惺悋惘 悋愕悋悸 忰惓 惠惷 悋惷惺 惠惺惆惆悸 惠惠惺 惡悋悽悋愀惘 悋悸 愀惘 悋悋悸. 悋 菏惠惡惘 惘悴惺悋 悋 惠悽惶惶 悵悋 悋悴悋 惆悋 惡悋愃悸 悋惺惘惡悸 惠愕 悋 悋惠愀惡.悽惘悋悧愀 悋
悽惘悋悧愀 悋visual8
油
惠愕惠惺惘惷 悋惓悸 悋愕惠惘悋惠悴悸 悽惘悋悧愀 悋悋 悖惆悋悸 惺悋悸 悋惠惺 惠愕 悋愀悋惡 惠悸 悋惘悋惠 惠惴 悋惺悋惠. 惆 悋惡惘悋悴 悋惠惆惘惡 惠 悋惺 悋愕惠悽惆悋 悽惘悋悧愀 悋 惡愀惘 惡惠惘悸 慍悋惆悸 惠悋惺 悋愀悋惡 惠忰 惠惺 悵 惺. 惠悗惆 悋惓悸 惺 悖悸 惘惡愀 悋惺惘悸 悋愕悋惡悸 惡悋惠惺 悋悴惆惆 悽悋 惠惆 悋悋惆悸 惡惶惘悸 惴悸 惠惺慍慍 悋惠惘 悋惆 悋悒惡惆悋惺.Consultation models
Consultation modelsFayzaRayes
油
The document discusses various consultation models in family medicine, including traditional disease-focused models and more comprehensive models that emphasize the patient-physician relationship and address psychosocial factors. It then presents Fayza Rayes' comprehensive consultation model, which aims to integrate effective communication skills into the traditional clinical method in a practical way that can be incorporated into daily practice and medical records. The model emphasizes a patient-centered and holistic approach that addresses patient needs beyond just disease management.惠忰惆悋惠 悒惆悋惘悸 悋悋惘惆 悋惡愆惘悸 悋愀 悋惺惘惡
惠忰惆悋惠 悒惆悋惘悸 悋悋惘惆 悋惡愆惘悸 悋愀 悋惺惘惡Arab Federation for Digital Economy
油
惠惘 悧悸 悋悒悋惘悋惠 悸 惓悸 愆悋悸 忰 悒惆悋惘悸 悋悸 悋悖 悋惠忰惆悋惠 悋惠惺悸 惡悋 悋悒悋惘悋惠. 惠愕愀 悋惓悸 悋惷悄 惺 悖悸 悋惡悋悋惠 悒惓惡悋惠 悋悸 惠愕惠惺惘惷 悋愕惠惘悋惠悴悋惠 悋愆惘悋悸 悋惘悗悸 悋愕惠惡悸 惠愀惘 惴悋 悋悸. 惠 惠惆 惺悋惠 悒忰惶悋悧悋惠 惆惺悋 惷惺悋惠 悋愀惘忰悸.悋愕 悋悴惆悋惘悋惠
悋愕 悋悴惆悋惘悋惠Nora Abdullah
油
惠愕惠惺惘惷 悋惓悸 悋愕惠惘悋惠悴悸 惠忰愕 悖惆悋悄 悋惺悋惠 悋惠惺 悽悋 惠愀惘 悴惆悋惘悋惠 悋愆悽惶悸 悋悸 惠惆 惆 惠悋 忰惆惆 悋悋惘悋惠 悋愀惡悸. 惆 悋惆 悒 惠惺慍慍 悋惺悋悸 悋惠惺悸 惠愕 惡悧悸 惠惺悸 悋悧悸 悒惡惆悋惺 悋惠慍. 悋 愆惆惆 惺 悖悸 惆惘 悋惺悸 悗惓惘悸 惘悧愕悸 悋惺悸 悋惠惺悸 惷惘惘悸 惠惺慍慍 惆惘悋惠悋 惡悋愕惠惘悋惘.Manpower review and hr budget
Manpower review and hr budgetWalid Al Wakeel
油
惠悋 悵悋 悋愕惠惆 惘悋悴惺悸 悋 悋惺悋悸 慍悋悸 悋悋惘惆 悋惡愆惘悸 愕惠惺惘惷 悖悋惺 悋惴悋悧 忰悴 悋悸 悋惺悋悸 悋悋慍悸. 悋 莛惆惆 悋悋悵悴 悋愕惠悽惆悸 惠悽愀愀 悋悋惘惆 悋惡愆惘悸 惷惺 惠悋惶 惺 惺惆惆 悋悖惘悋惆 悋愀惡 悋悋 悋愀惡悸 悋 悴惆 慍 忰惆惆.惠 悋悖惆悋悄 悋惴
惠 悋悖惆悋悄 悋惴Ramez Abdo
油
惠 悋悖惆悋悄 悋惴 惺悸 悸 悒惆悋惘悸 悋悋惘惆 悋惡愆惘悸 惠惆 悒 惠 悖惆悋悄 悋惴 惆 惠忰 悖惆悋. 惠惷 惠 悋悖惆悋悄 惘悋悴惺悸 悋悖惆悋悄 悋惺 悋惘惠 惡悋惠惺悋惠 悋忰惆惆悸 惺慍慍 惠愀惘 悋悖惆悋悄 慍悋惆悸 悋悋惺悸 悋惠惴悸. 悋 愕悋 悋惠悽悋悵 惘悋惘悋惠 悒惆悋惘悸 惓 悋惠惘悋惠 惠忰惆惆 悋悋忰惠悋悴悋惠 悋惠惆惘惡悸.惠悽愀愀 悋愕悋惘 悋惴
惠悽愀愀 悋愕悋惘 悋惴Abdelkhalek Mamdouh
油
惠悋愆 悋惓悸 悋惠悽愀愀 悋 悽悋 惺惆悸 忰愀悋惠 惠惠惷 悋惠惺惘 惡悋愕 惠忰惆惆 悋悖惆悋 悋惠惘 愕 悋惺 惶惘. 忰惠 悋惶 惺 悖惆悋惠 惓 惠忰 SWOT 悋悽惠惡悋惘悋惠 悋愆悽惶悸 惡悋悒惷悋悸 悒 惺悋惠 忰 愆 愕 悋惺 悋惠悽惶惶悋惠 悋悽惠悸. 莜惠惠 惡惺惘惷 愀惘 惠愀惘 悋悋惘悋惠 悸 惆悽 愕 悋惺.Cost control
Cost controlAmiya Sahoo
油
Cost control involves executive actions to maintain costs within established budgets and standards through close monitoring and corrective actions when needed, while cost reduction aims to permanently lower unit costs through eliminating waste and unnecessary expenses to improve profit margins and ensure business survival, growth, and competitiveness. The key difference is that cost control prevents costs from exceeding limits while cost reduction goes further to optimize resource use and lower costs over time.More from pg13tarun_g (10)
Us wine industry section c_group2
Us wine industry section c_group2pg13tarun_g
油
The US wine industry in 2001 was mature and highly competitive. It was dominated by a few large players in the budget segment and had over 2500 wineries producing the remaining volume. Competition was intense as production outpaced consumption by 15-20% and there were low barriers to entry. Under Porter's five forces, the threat of new entrants and substitutes was high along with high competitive rivalry. A new entrant without differentiation would face strong challenges. To succeed, a new company should target the non-wine drinking majority and create an untapped blue ocean market rather than competing head-on in the red ocean. Existing players should also look beyond the red ocean to expand consumption. The industry competes on quality for premium wines and10 section c group10_innovating for sharedvalue (2)
10 section c group10_innovating for sharedvalue (2)pg13tarun_g
油
The document discusses creating shared value through social enterprises. It outlines five mutually reinforcing elements for companies to consider: embedding a social purpose, defining the social need, measuring shared value, creating an optimal innovation structure, and co-creating with external stakeholders. Examples are provided of companies like Nestle, Novartis and Danone that have successfully created both social and business value through applying these principles.8 section c group 8 - un global compact - 6 march 2014 - v1
8 section c group 8 - un global compact - 6 march 2014 - v1pg13tarun_g
油
The document discusses the UN Global Compact (UNGC) and Global Compact Network India (GCNI). The UNGC is a voluntary initiative for businesses to align strategies and operations with universal principles on human rights, labor, environment and anti-corruption. Companies join by endorsing the UNGC's 10 principles and reporting on progress. GCNI is the Indian local network that aims to expand the UNGC movement in India through initiatives like seminars, workshops and collective action projects. It has governing council and membership fees for participating companies.7 csr group 7 section c_disruptive innovation for social change
7 csr group 7 section c_disruptive innovation for social changepg13tarun_g
油
This document presents information on disruptive innovation for social change. It discusses three types of innovation: sustainable, disruptive, and catalytic. Catalytic innovation aims for social change as the primary objective by meeting unserved or overserved needs through simpler, less costly solutions. The document then summarizes several examples of catalytic innovations in India, including the Social Works and Research Centre in Tilonia, Dilli Haat marketplace, Narayana Health hospitals, and e-Choupal internet kiosks for farmers. It concludes that catalytic innovations can effectively address social causes by serving underserved groups and creating widespread social and economic changes through scaling.5 mainstreaming csr group 5 setion_c (1)
5 mainstreaming csr group 5 setion_c (1)pg13tarun_g
油
Corporate social responsibility (CSR) can be defined in various ways, but generally refers to how companies manage their business processes to produce an overall positive impact on society. The document discusses three models for how companies approach CSR - the business case model, social values-led model, and syncretic stewardship model. The business case model views CSR primarily as a way to gain competitive advantages, the social values-led model makes social issues the main priority over economic goals, and the syncretic stewardship model seeks a balance between economic and social objectives. The document also examines how these models differ in their leadership philosophies, treatment of stakeholders, and organizational cultures related to uncertainty avoidance, assertiveness, and future orientation.4 civil learning tool
4 civil learning toolpg13tarun_g
油
This document discusses the concept of corporate social responsibility (CSR) as a continual learning process with two types of learning: organizational learning and societal learning. It outlines five stages of organizational learning (defensive, compliant, managerial, strategic, civil) and four stages of societal learning around issues (latent, emerging, consolidating, institutionalized). It provides examples like Nike to illustrate how companies can progress through the stages over time to more strategically integrate CSR. The key message is that CSR is a long-term process, not an overnight change, and companies should aim to move to the higher-opportunity "green zone" of civil learning.9 csr shared value
9 csr shared valuepg13tarun_g
油
The document discusses the concept of shared value, which involves creating economic value in a way that also addresses societal needs. It notes that current practices view companies and communities as being at odds, whereas shared value recognizes their interdependence. Shared value can be created by reconceiving products and markets to meet social needs, redefining productivity in the value chain, and building supportive industry clusters. Examples include improving farmers' livelihoods through better techniques and Intel reducing power usage. Overall, shared value represents the next evolution of capitalism by aligning profitability and social progress.Sec c strategy and society (1)
Sec c strategy and society (1)pg13tarun_g
油
This document discusses strategies for integrating corporate social responsibility (CSR) with business strategy and competitive advantage. It argues that CSR activities should address social issues directly related to a company's value chain and external business environment. Mapping a company's value chain identifies touchpoints between business operations and society that can create shared value. An effective CSR strategy selects issues where the company can have the greatest positive social impact while also reinforcing its business strategy and long-term competitiveness. This creates a social dimension to the company's value proposition that can provide competitive advantages.Section c group2_firewall_ final
Section c group2_firewall_ finalpg13tarun_g
油
This document provides an overview of firewalls including:
- Firewalls are systems that permit or deny network transmissions to protect networks from unauthorized access and allow legitimate communication while protecting data integrity.
- There are different types of firewalls including network firewalls, application-layer firewalls, and hybrid firewalls.
- Firewalls work by using methods like packet filtering, proxy services, and stateful inspection to control inbound and outbound network traffic.
- Firewalls act as filters, gateways, and control points to screen traffic and regulate access between internal and external networks. Hardware and software firewalls are used to protect small offices and home networks from internet threats.Mexican economy
Mexican economypg13tarun_g
油
This document provides an economic analysis and overview of Mexico presented by Group 8. It discusses Mexico's economic timeline from the 1930s to present, highlighting periods of growth and crisis. It also covers Mexico's country overview, impact of NAFTA, key macroeconomic indicators like GDP, and current challenges facing Mexico's economy like corruption and slow reform. The analysis aims to present Mexico's economic development and performance over time as well as ongoing issues.Ad
Recently uploaded (20)
Akn鱈 pl叩n pro chemick箪 pr哲mysl - Ivan Souek
Akn鱈 pl叩n pro chemick箪 pr哲mysl - Ivan Souekpavelborek
油
Kulat箪 st哲l: CLEAN INDUSTRIAL DEAL BUDOUCNOST ESK CHEMIE A OCELSTV se uskutenil 18.6.2025 v s鱈dle HK RThe APCO Geopolitical Radar Q3 2025 Edition
The APCO Geopolitical Radar Q3 2025 EditionAPCO
油
Welcome to the APCO Geopolitical Radar (AGR), an overview of geopolitical risks posed to corporations operating globally. AGR reflects our understanding of the regional risks facing businesses and how these risks come together at a global level. It is intended as a baseline from which to develop strategies that navigate and mitigate these risks. This report looks at emerging issues for Q3 2025 and was published in April 2025. Our regional insights represent the best thinking of APCO corporate advisory practitioners. With more than 1,300 people across more than 30 global locations, our analysis draws on decades of experience and insights serving corporations that operate globally.
The APCO Geopolitical Radar Q3 2025 EditionChapter 1 Introduction to Accountin1.6 plusone class first chapter (1) (1).pptx
Chapter 1 Introduction to Accountin1.6 plusone class first chapter (1) (1).pptxdilshap23
油
introduction to accountingIT Companies in Magarpatta: A Thriving Hub of Technology and Innovation
IT Companies in Magarpatta: A Thriving Hub of Technology and Innovationprernarathi90
油
IT Firms in Magarpatta have transformed the region into one of Punes most vibrant and sought-after technology destinations. Located in Hadapsar, Magarpatta City is a privately managed, self-sustained township that blends residential, commercial, and IT infrastructure with green and eco-friendly planning. The presence of leading software companies, excellent connectivity, and world-class amenities make it a hotspot for IT professionals and businesses alike.
Oleksandr Osypenko: 丕仗舒于仍仆仆 舒仂仄 舒 亠舒仄亳 (UA)
Oleksandr Osypenko: 丕仗舒于仍仆仆 舒仂仄 舒 亠舒仄亳 (UA)Lviv Startup Club
油
Oleksandr Osypenko: 丕仗舒于仍仆仆 舒仂仄 舒 亠舒仄亳 (UA)
LemBS PMP Prep Course
Website https://lembs.com/pmpcourse
Youtube https://www.youtube.com/startuplviv
FB https://www.facebook.com/pmdayconferenceS4F03 Col11 Conversion of Accounting to SAP S/4HANA
S4F03 Col11 Conversion of Accounting to SAP S/4HANALibreria ERP
油
This ebook provides an in-depth overview of the conversion process involved in transitioning to SAP S/4HANA, focusing specifically on accounting systems. It explains the various steps required for a successful conversion project, from analyzing the starting point of a system to implementing necessary configurations for General Ledger and Asset Accounting. It includes detailed guidance on managing migration starting from Classic G/L, preparing the system before conversion, and interpreting post-migration results. Special attention is given to the near zero-downtime scenario and the changes that occur immediately following migration. This resource is essential for professionals involved in SAP S/4HANA migrations who need a thorough understanding of the process and configuration requirements.Agentic AI vs Generative AI Key Differences and Use Cases.pdf
Agentic AI vs Generative AI Key Differences and Use Cases.pdfSoluLab1231
油
Discover the key differences between Agentic AI and Generative AI, their unique use cases, and how each powers innovation across industries and businesses.
Paul Turovsky - A Key Contributor
Paul Turovsky - A Key ContributorPaul Turovsky
油
Paul Turovsky is a manager for Foursquare Realty Investments. He graduated from Ave Maria School of Law in 2013 and received his undergraduate degree from Baruch College. Mr. Turovsky has founded multiple real estate firms to serve various functions. Power of the Many: Digital Energy Masterclass
Power of the Many: Digital Energy Masterclassmariana491193
油
Masterclass on digitalisation of Energy SystemsIhor Pavlenko: 丕仗舒于仍仆仆 亳亰亳从舒仄亳 亰舒 亟仂仗仂仄仂亞仂 AI (UA)
Ihor Pavlenko: 丕仗舒于仍仆仆 亳亰亳从舒仄亳 亰舒 亟仂仗仂仄仂亞仂 AI (UA)Lviv Startup Club
油
Ihor Pavlenko: 丕仗舒于仍仆仆 亳亰亳从舒仄亳 亰舒 亟仂仗仂仄仂亞仂 AI (UA)
LemBS AI PM School 2025
Website https://lembs.com/aipmschool
Youtube https://www.youtube.com/startuplviv
FB https://www.facebook.com/pmdayconferenceMarketing Assignment presentation of good marketing techniques how to impleme...
Marketing Assignment presentation of good marketing techniques how to impleme...Priya Raj
油
Marketing presentationTesia Dobrydnia - A Leader In Her Industry
Tesia Dobrydnia - A Leader In Her IndustryTesia Dobrydnia
油
Tesia Dobrydnia brings her many talents to her career as a chemical engineer in the oil and gas industry. With the same enthusiasm she puts into her work, she engages in hobbies and activities including watching movies and television shows, reading, backpacking, and snowboarding. She is a Relief Senior Engineer for Chevron and has been employed by the company since 2007. Tesia is considered a leader in her industry and is known to for her grasp of relief design standards. What Drives Collectors in Sports and Beyond, and How Mantel is Bringing Them ...
What Drives Collectors in Sports and Beyond, and How Mantel is Bringing Them ...Neil Horowitz
油
On episode 2947of the Digital and Social Media Sports Podcast, Neil chatted with Evan Parker, CEO of Mantel.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net.Oleksandr Osypenko: 丕仗舒于仍仆仆 仂弍磪仂仄 (Scope) (UA)
Oleksandr Osypenko: 丕仗舒于仍仆仆 仂弍磪仂仄 (Scope) (UA)Lviv Startup Club
油
Oleksandr Osypenko: 丕仗舒于仍仆仆 仂弍磪仂仄 (Scope) (UA)
LemBS PMP Prep Course
Website https://lembs.com/pmpcourse
Youtube https://www.youtube.com/startuplviv
FB https://www.facebook.com/pmdayconferenceRushi Manche | Blockchain Tech Company Co-Founder
Rushi Manche | Blockchain Tech Company Co-FounderRushi Manche
油
Rushi Manche has received recognition for his academic, entrepreneurial, and public service achievements at the state, national, and international levels. His contributions span a variety of disciplines, including finance, technology, and education.BOURNS POTENTIOMETER Provide You Precision
BOURNS POTENTIOMETER Provide You Precisionsmidmart
油
Bourns potentiometers are high-quality variable resistors designed for precision control in a wide range of electronic applications. Known for their durability, accuracy, and reliability, Bourns potentiometers are ideal for adjusting signal levels, tuning circuits, or setting reference voltages in industrial, automotive, and consumer electronics.
Available in rotary and slide variants, these components offer excellent repeatability, smooth operation, and long mechanical life, making them a trusted choice for engineers and designers worldwide.
smidmart industrial Automation Ones Stop Solution
smidmart industrial Automation Ones Stop Solutionsmidmart
油
Smidmart is an industrial automation products one stop solutions where you got all materials you want from control panel cutomization to checkweigher parts your one stop solution is smidart . we are avialble on https://www.smidmart.com/Recruitment Policy Sample, Recruitment Policy PDF
Recruitment Policy Sample, Recruitment Policy PDFSeemaAgrawal43
油
A recruitment policy outlines the guidelines and principles an organization follows when hiring new employees. It ensures consistency, fairness, and transparency in the recruitment process, setting clear expectations for job roles, qualifications, and selection criteria. This policy helps attract the right talent, fosters a diverse workforce, and supports the organization's overall goals.
Ad
Manpower analysis
- 1. By Group 4 Ashish Ranjan(17) Gaurav Gomes(25) Mayank Soni(35) Shivani Mehta(49) Udit Pant(54) PGP HR (2012-14)
- 2. Analysis of Security Personnel in MDI There are a total of 30 security personnel at MDI. These 30 personnel manage the security of the entire MDI campus ranging from managing the visitors to ensuring security at the Directors residence. They work in 2 shifts of 12 hours each. First shift is from 8:00 am to 8:00 pm and the second shift is from 8:00 pm to 8:00 am. They note the number plate of every vehicle that enters or leaves the campus. They also patrol the entire campus during the night to ensure no mishap occurs.
- 3. Manpower Distribution The distribution of security personnel is as follows: 2 security personnel at Gate 1(Both guards) 3 security personnel at Gate 2(2 guards, 1 supervisor) 2 security personnel in Kshitiz(1 male guard, 1 female guard) 1 security personnel in Change Masters(female guard) 1 security personnel at Directors residence 1 security personnel in the library 1 security personnel in Scholars 1 security personnel in the gym 1 gunman 1 security personnel in the parking 1 security personnel in Parthenon
- 4. Challenges Shift too long Guards get fatigued Security personnel not efficient Anyone can enter and leave without making an entry in the register Security stretched too thin Even if one guard is missing entire functioning is affected
- 5. Recommendations Consider increasing the manpower. Reduce the shift timings so that the guards are not fatigued. Consider repositioning some personnel to locations where there is more requirement.
- 6. Thank You