Enterprise resource planning Picture showing some typical ERP modules Enterprise resource planning (ERP) is a business management software—usually a suite of integrated applications—that a company can use to collect, store, manage and interpret data from many business activities, including: Product planning, costManufacturing or service deliveryMarketing and salesInventory managementShipping and payment ERP provides an integrated view of core business processes, often in real-time, using common databases maintained by a database management system. ERP systems track business resources—cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll. The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that provide the data.[1] ERP facilitates information flow between all business functions, and manages connections to outside stakeholders.[2] History[edit] Origin of "ERP"[edit]
Businessballs free online learning for careers, work, management 401(k) A 401(k) plan is the common name in the USA for the tax-qualified, defined-contribution pension account defined in subsection 401(k) of the Internal Revenue Code. Under the plan, retirement savings contributions are provided (and sometimes proportionately matched) by an employer, deducted from the employee's paycheck before taxation (therefore tax-deferred until withdrawn during retirement), and limited to a maximum pre-tax annual contribution of $17,500 (as of 2013).[1][2] The section of the Internal Revenue Code that made 401(k) plans possible was enacted into law in 1978.[3] It was intended to allow taxpayers a break on taxes on deferred income. In 1980, a benefits consultant named Ted Benna took note of the previously obscure provision and figured out that it could be used to create a simple, tax-advantaged way to save for retirement. For accumulated after-tax contributions and earnings in a designated Roth account (Roth 401(k)), "qualified distributions" can be made tax-free.
Leadership Lessons from Youngsters | Mike Jennings Blog I guess there are similarities with all groups of people when put into a challenging situation. Yesterday I had the privilege of volunteering to help Future Foundations run ‘The Oxford Factor’, where 240 6th form students were put into teams of 15, and given a whole series of challenges to complete, all based in Oxford City Centre. They first had to decide on roles. I was an observer, with a tiny bit of guiding input. Archie (team leader) had to contend with two strong characters vying for leadership roles, he had two others who seemed not to engage at all, he had others who were clearly capable, but he had not noticed. As they were walking round Oxford, it was interesting to note how some members of the team just got on with the challenge…..they had commitment to purpose….and grabbed the opportunity. Over the two hours I was with them Archie I noticed began to work with the other two strong characters, with the result that they all relaxed and were at ease with each other. 1. 2. 3. 4.
Getting it right at the Interview An insight into what recruiters look for in a candidate, why candidates fail to clear the interview, the importance of soft skills and more. What mistakes do candidates generally make during interviews? One must try and put his/ her best foot forward for the interview. Very often, candidates fail to clear the interviews due to inaccurate or incorrect information given in their resumes. Interview panel focuses on key traits and behaviour, which a candidate must demonstrate to succeed in the position being interviewed for. It’s always better to start with areas of your strength, show a positive approach and accept wherever you are unsure of the right answer. Often candidates start discussing compensation and benefit related aspects even before the final offer has been made. Do you expect the candidates to have a fair idea about the company and the position they are applying for? How important are soft skills (team work, communication, leadership etc.) in selecting a candidate?
What is the Balanced Scorecard? The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. The balanced scorecard has evolved from its early use as a simple performance measurement framework to a full strategic planning and management system. This new approach to strategic management was first detailed in a series of articles and books by Drs. Kaplan and Norton describe the innovation of the balanced scorecard as follows:
Becoming Great- A leadership secret not many leaders understand Becoming Great- Leadership I used to say that "I'm working myself out of a job" as a leader and people would cock their heads and wonder what I was talking about. I mean I didn't really want to lose my job. Effective leaders become less and less necessary, over time. If you do your job as a leader, and you equip, outfit, empower, teach, train, guide the people for whom you are responsible, they will increase in influence and you will naturally decrease. What happens, if a month later you try to take that same person up the same mountain. In fact, to the degree you selected the right person to lead up the mountain, they will both require, and desire less and less of your participation. Some people in leadership positions, purposely hire people who are "dependent" on them as "managers". E-mail me: jeff@becominggreat.com
M-Ward transformation Project | TISS Platinum Jubilee Initiative An opportunity to collectively co-create a model of a true, inclusive, democratic development paradigm. Building Partnerships Building contacts in various communities Identifying community leaders Community level meetings Identifying community volunteers Research & Data Collection Enumeration by community volunteers Survey and other activities by students Implementation Action Plans Micro Planning in most vulnerable areas Community wise reports based on survey results Reporting made available to each community Intervention on health education and livelihood based on survey results Transforming M-Ward Transformation of the ward is seen as a cumulative process which is a result of engagements in some critical arenas. More on the Programme Components Expected Outcomes The five year program aims to improve significantly the living conditions and welfare of the people by creating a holistic, results-oriented and inclusive urban development model that will ensure social justice and dignity for all.
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Companies News : A year when labour was seen and heard Policy inaction in smoothening worker relations puts Govt in bad light New Delhi, Dec. 23: The year 2011 saw the revival of labour strife in many States. But, the highlight of the year was the prolonged unrest at Maruti Suzuki's Manesar plant that led to the car company incurring a huge loss. Significantly, the nature of the Maruti Manesar struggle, led and sustained by young union leaders most of them in their 20s, indicated a rising awareness among workers about their basic rights. After long years, other workers came out in solidarity in the Gurgaon-Manesar industrial belt, which houses a string of MNCs. Through the year, reports of labour trouble also poured in from Tamil Nadu (Hyundai, Foxconn, Caparo), Bangalore (Volvo), Haryana (Voltas), Gujarat (General Motors) Uttar Pradesh (Moser Baer) and Andhra Pradesh (Dr Reddy's). In the public sector, the one-day coal strike on October 10 crippled output in the country. aditi.n@thehindu.co.in (This article was published on December 23, 2011)
Is It Finally Time for Social HR? While companies come to terms with employee usage of social media and HR departments start working on “regulating” social media usage and come up with “policies” – I think they are missing one key point – leveraging social tools to make HR work itself a social activity. In a certain way, HR is ripe for social disruption. It impacts external perception (employer branding) and internal employee engagement unlike any other part of the organization save the CEO Let’s start with policies themselves. Using a social tool which leverages crowdsourcing ideas from employees can help HR in co-creating processes and policies – and raising acceptability when they are finally rolled out. Dell’s EmployeeStorm is a great example by which employees give ideas on everything in the company. Recruitment – Since its an external facing part of HR the Recruiting teams have been quick to leverage social media to “Broadcast” vacancies and several applications.