What is the purpose of the three Rs of resource management?

Trace the evolution of human resource management?

Trace the phases of evolution of human resource management?Q.2 Explain the various techniques and methods used in selecting employees.Q.3 A company is being set up by a group of 3 professionals. The business objective is to sell mobile phones of a Chinese company which has come up with an inexpensive range of handset ranging from Rs.1200 to Rs.7000. They need to submit a human resource plan to their investors. Explain the process of Human Resource Planning system for this company, which covers all important steps needed for HRP.Q.4 Explain Thayer and McGhee 'Assessment of training requirement' model.Q.5 Write short notes on:ï&sbquo;· Succession Planningï&sbquo;· Career Planning(6.3 and 6.5)Q.6 Discuss Individual evaluation methods used for performance appraisal.

How can a person with an IT background get into management consulting?

Nice question for you if you should complete a bachelor's degree program. In terms of educational qualifications, a bachelor's degree is the minimum requirement for most employers in the consulting sector. Than you have your experience on your relevant filed. So here are 5 practical Steps to become a Management Consultancy. How to become a management consultant? Consultancy is one of the most sought-after careers for management graduates today. Not only is it an exciting field of work, but it also pays well. Read on to understand what a management consultant does and what it takes to get there! What Does a Management Consultant Do? As a management consultant, you analyze what an organization does, and try to maximize its efficiency in different areas. You solve problems related to business strategy, finance, marketing, supply chain management, human resources, etc. And the task at hand is to drive performance and profit by suggesting new practices and alternative paths. Perks of Being a Management Consultant According to Report, the average management consultant salary in India is about Rs 800,000 per annum. The figure can be much higher for those with more experience in the field. Moreover, there are opportunities to earn from bonuses, profit-sharing, and commissions, owing to the nature of the job. Also, many companies offer perks like company cars, gym memberships, travel opportunities, sabbaticals, etc. to their top consultants. How to Become a Management Consultant? Complete a bachelor’s degree program In terms of educational qualifications, a bachelor’s degree is the minimum requirement for most employers in the consulting sector. You should try to pursue a major in the subject of your choice – marketing, finance, human resource development, etc. and supplement it with specific minors and courses. Get Work Experience Typically, management consulting jobs in India require at least two to three years of work experience. Besides consulting expertise, it may work in your favor to have worked in other business and project management positions, for example, in the social sector or the public sector. Get Certified Management consultant certification programs, although not compulsory in many cases, can give you an edge in the recruitment process. They serve as a testimonial of your training and experience and add to your existing practical knowledge about the field of management consulting. Crack the Interview Management consulting jobs are famously known for their long and multi-stage interview processes. The entire exercise aims to understand how you work in a team, how you approach a specific problem, how well can you can communicate, and present your solution, among other things. Employers also test your time management abilities, analytical and critical thinking skills through case studies, real-life consulting problems, and face-to-face discussions. Continue to Learn Another crucial step in becoming a successful management consultant is to continue your professional development. This also involves networking and connecting with other consultants in your field during formal events as well as using corporate presentations as an opportunity to showcase your skills to potential clients. Learn Best Interview Tips to Advanced Job Vacancy and Engineering Jobs at crplindia Career Sections. And Call us 09338136693 to Our Experts and Career and the best relevant Jobs and Latest Notification on this Site.

How much does a general manager at McDonald's earn in India?

they earn according to the volume of the stores, depends what performance u givin to ur company , normally starting from Rs25 to 35thousand /month, and goes upto 1lac ...... well a restaurant general manager salary(restaurant manager)in mcdonalds India is between Rs 35000 to Rs 45000 as per the experience also he is paid for the incentive depending on the outlets results Annual package would between 4 to 5 lakhs 8 hrs is there working time

What is EVM and how will you use it in managing projects?

EVM is Earned Value Management.Different steps in the project are assigned percentages of the complete work. E.g.: Designing a feature gives you 10%, starting to code another 10%, finishing coding another 30%, etc.By tracking EVM you can have a fairly accurate feeling as to the process of the project.A common technique to assess cost variance is called the earned value technique (EVT), also called earned value management (EVM). It is a commonly used method of performance measurement that has various forms. Most often, it integrates scope, schedule, and cost performance by comparing the baselines to the actual progress made. For example, you calculate the cumulative value of the budgeted cost of work performed in terms of the originally allocated budgeted amount and compare it to the following:1. Budgeted cost of work scheduled; i.e., planned2. Actual cost of work performedDon't worry if these terms sound confusing right now; we will go through an example very soon. However, as you will see; the greatest difficulty in understanding EVT (or EVM) stems from the coupling of cost and schedule. You must realize that the project cost and the project schedule are inherently related to each other. Schedule relates to performing certain work over a certain time period, whereas cost refers to the money spent to perform the work on a project over that period of time. The relationship between cost and schedule can be realized by understanding that it costs money to perform a schedule activity. The "time is money" principle can be considered here to understand the situation better. For example, a project activity can be looked upon in terms of an amount of work that will be needed to complete it or in terms of its monetary value, which will include the cost of the work that needs to be performed to complete the activity.The EVT involves calculating some variables where you will see the interplay of schedule and cost.Let's look at an example to understand the concepts better:Assume you are a project manager for the construction of a 16-mile road. Further assume that the work is uniformly distributed over 12 weeks. The total approved budget for this project is Rs. 600,000. At the end of first four weeks of work, Rs. 125,000 has been spent, and four miles of road have been completed.We will use this example to perform the cost performance analysis and the schedule performance analysis in terms of cost.Cost PerformanceCost performance refers to how efficiently you are spending money on the project work, measured against the expectations set in the project management plan, i.e., the cost baselines. The total cost approved in the baseline is called the budget at completion (BAC).Budget at completion (BAC) - This is the total budget authorized for performing the project work, also called the planned budget. In other words, it is the cost originally estimated in the project management plan. You use this variable in defining almost all the following variables. In our example, the value of BAC is Rs. 600,000.Earned value (EV) or budgeted cost of work performed (BCWP) - This is the value of the actual performed work expressed in terms of the approved budget for a project or a project activity for a given time period. In this variable, you see the relationship of schedule (work) and cost in action. BAC represents the total value of the project. But when you perform some work on the project, you have earned some of that value, and the earned value is proportional to the fraction of the total work performed, as shown by the formula here:EV=BAC * (work completed/total work required)So, in our example, EV can be calculated as:EV=Rs. 600,000 * (4 miles/16 miles) = Rs. 150,000This is the earned value of the work, which may or may not be equal to the actual money that you spent to perform this work.Actual cost (AC) or actual cost of work performed (ACWP) - This is the total cost actually incurred until a specific point on the timeline in performing the work for a project. In our running example, Rs. 125,000 has already been used up to this point. So the actual cost at this point in time is Rs. 125,000. This cost is to be compared to the earned value to calculate the cost variance and cost performance.Cost variance (CV) - This is a measure of cost performance in terms of deviation of reality from the plan, and it is obtained by subtracting the actual cost (AC) from the earned value (EV), as shown in the formula here:CV = EV - ACSo, in our example, CV can be calculated as shown here:CV = Rs. 150,000 - Rs. 125,000 = Rs. 25,000The expected value of CV is zero because we expect the earned value to be equal to the actual cost. The positive result indicates better cost performance than expected, whereas a negative result indicates worse cost performance than expected. Deviation is one way of comparison, and ratio is another.Cost performance index (CPI) - Earned value represents the portion of work completed, and actual cost represents the money spent. So, the CPI indicates whether you are getting a fair value for your money. This is a measure of cost efficiency of a project calculated by dividing earned value (EV) by actual cost (AC), as shown in the formula here:CPI = EV / ACSo, the CPI for our example can be calculated as:CPI = Rs. 150,000 / Rs. 125,000 = 1.2This means you are getting Rs. 1.20 worth of performance for every dollar spent. A value of CPI greater than one indicates good performance, whereas a value less than one usually indicates bad performance. The expected value of CPI is one.So both the CV and the CPI indicate that you are getting more value for each dollar spent.But, before you start celebrating, read the example again. Four out of 12 weeks have already passed, and only four out of 16 miles of road have been built. That means that only one-fourth of the work has been accomplished in one-third of the total scheduled time. This means we are lagging behind in our schedule. Although cost performance is good, schedule performance might end up hurting us towards the end.Schedule Performance in Terms of CostSchedule performance refers to how efficiently you are executing your project schedule as measured against the expectations set in the project management plan. It can be measured by comparing the earned value to the planned value, just like cost performance is measured by comparing the earned value to the actual cost. Planned value refers to the value that we planned to create in the time spent so far.Planned value (PV) or budgeted cost for the work scheduled (BCWS) - This is the authorized cost for the scheduled work on the project or a project activity up to a given point on the timescale. The planned value is also called the budgeted cost for the work scheduled (BCWS). PV is basically how much you were authorized to spend in the fraction of schedule time spent so far, as shown in the formula here:PV = BAC * (time passed/total schedule time)Therefore, the planned value for the project in our example at the end of the first four weeks is calculated as shown here:PV = Rs. 600,000 * (4 weeks/12 weeks) = Rs. 200,000So, PV represents the planned schedule in terms of cost. You can calculate the schedule performance by comparing the planned schedule to the performed schedule in terms of cost.Trivia:The total planned value (PV) of the project is the same as the budget at completion (BAC).Schedule variance (SV) - This is the deviation of the performed schedule from the planned schedule in terms of cost. No confusion is allowed here because you already know that the schedule can be translated to cost. SV is calculated as the difference between EV and PV, as shown in the formula here:SV = EV - PVSo, the SV in our example can be calculated as:SV = Rs. 150,000 - Rs. 200,000 = -Rs. 50,000The negative value means we are behind schedule. Deviation represented by schedule variance is one way of comparison, and ratio represented by schedule performance index is another.Schedule performance index (SPI) - Earned value represents the portion of work completed in terms of cost, and planned value represents how much work was planned by this point in time in terms of cost. So, the SPI indicates how the performed work compared to the planned work. This is a measure of the schedule efficiency of a project calculated by dividing earned value (EV) by planned value (PV), as shown in the formula here:SPI = EV / PVSo, the SPI for our example can be calculated as shown here:SPI = Rs. 150,000 / Rs. 200,000 = 0.75This indicates that the project is progressing at 75% of the planned pace. Not at all good.You should note that all these performance variables except the BAC are calculated at a given point in time.

Vision statement of BPCL?

BPCL to increase refining capacity; plans power forayNew refining target will involve expansion of Bina, Kochi projects.Our BureauMumbai, Sept. 25Bharat Petroleum Corporation is looking at a refining capacity of 45 million tonnes in 2015-16, as part of its many goals for 'Project Dream Plan', up from the present level of 30.5 million tonnes.Mr S. Radhakrishnan, Chairman and Managing Director, said at a press meet here on Friday that the new refining target would involve expansion of the Bina and Kochi projects. BPCL also has a 12 million-tonne refinery in Mumbai while Numaligarh in Assam has a capacity of three million tonnes.Key growth driverThe six million-tonne Bina refinery, scheduled for commissioning in 2011-12, will be a key growth driver for BPCL's presence in North and Central India. Its capacity could be expanded to 15 million tonnes without too much of a hitch if the need so arises. This part of the country has been seeing a rapid rise in demand for petro-products and the Bina refinery is expected to play an important role in meeting this requirement.Similarly, Kochi's capacity could be increased to a similar level from the present 9.5 million tonnes. By the time overall refinery capacity touches 45 million tonnes, BPCL expects its market share to be closer to the 33 per cent mark.Mr Radhakrishnan said the company would also be earmarking Rs 600-1,000 crore for a foray into power. No decision has been made on the feedstock to be used as well as the potential allies for this new business.In addition, BPCL will pump investments for its exploration and production activities, now focused in Africa and South America with the latest being the shale gas joint venture in Australia.5-year visionThe 'Dream Plan' project follows 'Project Destiny' which was the five-year vision statement between 2005 and '10. The period till 2015-16 is particularly critical to BPCL considering that a new phase of fuel price deregulation has kicked off which means working on a series of initiatives to grow market share.

What is the purpose of the three Rs of resource management?

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Trace the evolution of human resource management?

How can a person with an IT background get into management consulting?

How much does a general manager at McDonald's earn in India?

What is EVM and how will you use it in managing projects?

Vision statement of BPCL?

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