Corporate Learnings

Marjory is hard of hearing and relies quite heavily on it being possible for her to lip read. She did not declare her impairment when she registered for her MSc in Electrical Engineering and managed to pass the first two years of her course. She is aware that there is a placement in the third year but does not know much about the detail.

In the second semester of the third year Marjory is allocated a placement in a large factory where they design and manufacture electrical components. She frequently misinterprets instructions, particularly if these are given when she is looking at the computer. The placement provider raises concerns with the university about the poor performance of the student and is doubtful about giving her experience on the factory floor, which is usually regarded as an important element of the placement.

As placement organiser for the Department of Electrical Engineering,

Q1 How would you respond – to the provider, and to the student?

Q2 If what the student was unable to do appeared to compromise health and safety and/or competence standards what action might you take?

Q3 How might you minimise the possibility of this kind of difficulty occurring?

Daniel is in his second year of a Social Work course. He is partially sighted and uses a computer with appropriate access packages, including a scanner, screen reading software and magnification software. He can read text which is minimum point 20, Ariel or Verdana font. He has needed a sighted guide for orientation in new environments, such as the start of a semester when he is unfamiliar with the locations to classes, and routes involved.

Prior to the second year placement the department provides details of the placement, and the University’s placement organiser invites students to indicate whether they have any needs associated with it. Daniel approaches his tutor and informs him that twice in the last three months he has had a seizure, and that there are ongoing medical investigations. But he makes it clear that he does not wish this information to be passed on to anyone, including the placement provider, the Disability Service and the Professional Body.

Q1 As his University tutor how would you respond to this request for confidentiality?

If Daniel becomes willing to share the information about his impairments:

Q2 As placement organiser for the University, how might you set about obtaining a suitable placement for Daniel?

Q3 How might you deal with a refusal by a placement provider to accept Daniel on a placement?

Subsequent medical evidence suggest that a part time placement restricted to afternoons would be likely to avoid the possibility of seizures occurring while on placement. Neither the university’s regulations nor the professional body’s requirements allow for such a possibility.

Q4 What action might you, as placement organiser for the University, take?

Sarah is a student on a B.Ed course of teacher training. She has a diagnosis of bipolar depression and has in the past experienced mood changes, usually gradual but occasionally rapid and dramatic. She describes the depressed cycle as characterised by:

· difficulty in concentration and making decisions
· feelings of profound hopelessness and pessimism
· insomnia and early-morning awakening and fatigue
· loss of interest in things which at other times are enjoyable.

The manic phase she would describe as involving:

· a marked increase in energy
· severe insomnia
· grandiose ideas
· disconnected and racing thoughts
· often inappropriate elation.

Having achieved well at school, Sarah was thereafter subject to prolonged periods in hospital, and it is only within the past 3 years that she has found herself able to consider higher education.

At the start of her course, Sarah, who is now in her second year, chose not to disclose her mental health history, as she feared that this might disqualify her from admission. However, she subsequently (half way through her first year) sought the assistance of the University’s Disability Service, and gave that Service documentary information about her difficulties. At that time, she described herself as ‘reasonably stable on medication’. She asked the University’s Disability Adviser to keep the information confidential.


Q1 Are there grounds for any particular concerns in relation to Sarah’s 3rd year placement?

Q2 What, if any, information should the University’s Disability Adviser pass on about this student?

Q3 Where does/should responsibility lie for risk assessments, occupational health assessments, or any other type of checks, in respect of disabled students on placements, bearing in mind that some disabled students may not disclose to anyone that they are disabled?

Martin is in the third year of a degree course leading to a qualification in Podiatry. When Martin became a student, he disclosed that he was dyslexic, and various arrangements were put in place by the institution to support him in his study: he received equipment through the Disabled Student Allowance scheme; additional time and the use of a scribe was provided for written exams; reports and essays were checked by a proof-reader prior to submission; lecturing and tutorial staff have routinely, in advance of teaching, made copies of overheads and other materials available on the University Intranet. The Disability Service in the institution holds a copy of Martin’s dyslexia assessment.

Immediately prior to the second year placement, which is in a geriatric hospital setting, Martin discloses to his tutor that he has become increasingly depressed over the last few months, and that he has experienced recurrent bouts of anxiety and panic. His GP has prescribed medication which has taken the edge off, but not disposed of, the worst symptoms. Martin says that he does not want any information about his mental health to be relayed to the placement provider, or to any of the other teaching staff. Nor does he want information about his dyslexia to be passed on to the placement provider. He prefers to attempt the placement without support.

Q1 If you were his tutor having this discussion with Martin, what view would you take of what you have been told, and how would you proceed thereafter?

At an early stage in the placement it becomes clear to Martin that he is having difficulty with the demands represented by seeing patients at regular intervals. In the time available, he is having real difficulty in reading and comprehending a patient’s notes, which are made available to him as the patient arrives at the clinic. He is also having difficulty in concentrating on the patient because of his concern about taking adequate notes, as supervisors will wish to see these.

Q2 What are the possible forms of support which might alleviate Martin’s difficulties?

Q3 Are any of these in potential conflict with academic or other professional standards?

Q4 Would any system or arrangements have made it possible for the likely difficulties to be anticipated?

Towards the end of the placement, the placement clinician contacts the University, and expresses concerns about Martin’s interactions with patients. She comments that Martin has been abrupt with, to the point of being rude to, a patient; that his apparent anxiety has been commented on by a number of clinicians, who are concerned about the effect on patients; that on another occasion, a patient was in tears after a session with Martin, and said that he was a most unpleasant young man.

Martin fails the placement. He does not wish to appeal this decision, but does wish to re-take the placement, as the course regulations would permit. However, some staff express concerns about allowing him to undertake a repeat placement because of the concerns raised by the placement clinician.

Q5 Is there justification for NOT allowing Martin to undertake the repeat placement? If you think so, what would constitute such justification?

I am a Supervisor in this work- shop which assembles control panels. Krishna , a worker in the shop inspects panels for quality checks after assembly. The quality checker reported to me that Krishna inspects two or three panels at a time and claims double or triple set-up time. I feel this is cheating. I have told him about this several times.
Few days ago when it was brought to my notice again, I became wild and wanted to settle the issue. I called the union on the issue, which Krishna did not like.
I knew that union would certainly defend the worker even though they are wrong. But I wanted to make it clear to both Krishna as well as to union that I would not tolerate the practice any more and if he continues further, I would recommend to have Krishna penalized or fired.
He thinks he is a great singer. I have come to know that he works with some local music band in the city after works.
I don’t mind, but when his outside interest starts affecting his efficiency at work, I have to control him. That is why I keep monitoring his work closely.
I know Krishna since long and believe he can do a good job. But in recent months his attitude towards me as well as to work has changed. He instigates others to leave the work and join him for washing hands few minutes before the lunch siren.
I also think he is harboring some ill feeling against me. Reason, I do not know. I feel he purposely creates trouble at the work place.
I have told him several times to mend his ways. But he does not seem to bother. I think Krishna is mentally deficient as no amount of counseling brings him to senses.
He has asked me for a transfer. But I did not respond because I was damn angry at that time. Otherwise I would have agreed for his transfer.
I think it would be good to talk to him again. There may be something bothering him in his personal life. I shall give him a chance to think through.
I shall make one more attempt to counsel him. If he improves, it is well and good, otherwise I shall ask my Boss for his dismissal.

I am a worker in this workshop. My job is to inspect control panels assembled in the workshop.
According to existing practice, I am allowed a certain ‘Set-Up’ time to take the panels from the rack, carry them over to the test bench, place them properly in position and then inspect them for quality checks.
For the sake of convenience and to save time, I sometime manage to carry two or three panels at a time and carry out inspection together. In the past also we have done that.
Mr. Mohan, the Supervisor feels this is improper and amounts to cheating the company. Once or twice he came to the test bench and told me about this.
One day he called union representative to intervene. In presence of the union, he charged me about following a dishonest practice and threatened to take action against me.
I maintained that inspecting more than one panel at a time was not wrong as per approved procedure. Union representative also argued that according to the contract, employees are entitled to use methods to save time and speed-up process as long as quality standards are not sacrificed. On being confronted Mohan had to back out.
Ever since then Mohan is cut-up with me and is bent upon making my life miserable. One day he even called me ‘Bastered’.
I have noticed he has become like this after his promotion as Supervisor. Earlier he was also a worker like me. After his promotion he has lost his friendly touch and is not able to manage shop floor workers like me. Further after his marriage he has changed a lot. I don’t know, if there is any connection with the change.
I also notice that he is partial to thefemale employees working in my group. He acts more decently to them than to male emp.
My fellow workers enjoy my singing at work. But my learned supervisor feels I am disturbing others and hamper productivity. I don’t care , because singing is my second source of income after the work.
Occasionally when I leave a little early for washing my hand before lunch, some other workers also accompany me to washroom. Mohan feels I am instigating them to do so.
He thinks I am the trouble creator at the shop floor and therefore keeps watching me with suspicion all the time.
I feel very uncomfortable here and therefore asked him for my transfer. But he is not responding.
As long as I am forced to continue here, I am also going to behave like this.

A few years ago, I had an opportunity to interview an undergraduate stenographer, then employed as P.A. to a Technical Director. His ambition was to become a company Secretary in a reputed organization. His salary expectation was around Rs. 20,000per month at age of 35 years.
I found during the discussion that:
1. His financial position was average.
2. He was staying with his married brother who had three children & only two rooms.
3. He had his parents, who were regularly sent financial assistance; and
4. his work of typing & attending to the Director was exhausting him.
On the other side:
1. He was very hard working,
2. His office timings were such that he could not take advantage of evening college facilities.
3. He had a senior officer who was not only enlightened, but also encouraging.

Within two years he graduated with economics & commerce followed by a law degree in another three years. He purposely specialized in general subjects like Economics Accounts & law, so that he could take up an administrative job as he was not satisfied with his secretarial work. He found that he did not have enough opportunities in the organization to come up in life as a successful man. He reluctantly left the organization took up the post of an Assistant in the Pharmaceutical Company, where he is now a manager.

Questions to discuss:
1.What was wrong with the steno or the organization?
2. Suggest the best possible the company could have done?

The Marketing Concept
The marketing concept, based on central tenets crystallized in the mid-1950s, challenges
the three business orientations we just discussed.18 The marketing concept
holds that the key to achieving organizational goals consists of the company being
more effective than its competitors in creating, delivering, and communicating customer
value to its chosen target markets.
Theodore Levitt of Harvard drew a perceptive contrast between the selling and marketing
concepts: “Selling focuses on the needs of the seller; marketing on the needs of the
buyer. Selling is preoccupied with the seller’s need to convert his product into cash; marketing
with the idea of satisfying the needs of the customer by means of the product and
the whole cluster of things associated with creating, delivering and finally consuming it.”19
The marketing concept rests on four pillars: target market, customer needs, integrated
marketing, and profitability. The selling concept takes an inside-out perspective. It
starts with the factory, focuses on existing products, and calls for heavy selling and promoting
to produce profitable sales. The marketing concept takes an outside-in perspective.
It starts with a well-defined market, focuses on customer needs, coordinates
activities that affect customers, and produces profits by satisfying customers.
Target Market
Companies do best when they choose their target market(s) carefully and prepare tailored
marketing programs. For example, when cosmetics giant Estee Lauder recognized
the increased buying power of minority groups, its Prescriptives subsidiary launched an
“All Skins” line offering 115 foundation shades for different skin tones. Prescriptives
credits All Skins for a 45 percent sales increase since this product line was launched.
Customer Needs
A company can carefully define its target market yet fail to correctly understand the
customers’ needs. Clearly, understanding customer needs and wants is not always simple.
Some customers have needs of which they are not fully conscious; some cannot
articulate these needs or use words that require some interpretation. We can distinguish
among five types of needs: (1) stated needs, (2) real needs, (3) unstated needs,
(4) delight needs, and (5) secret needs.
Responding only to the stated need may shortchange the customer. For example,
if a customer enters a hardware store and asks for a sealant to seal glass window
panes, she is stating a solution, not a need. If the salesperson suggests that tape would
provide a better solution, the customer may appreciate that the salesperson met her
need and not her stated solution.
A distinction needs to be drawn between responsive marketing, anticipative marketing,
and creative marketing. A responsive marketer finds a stated need and fills it, while an
anticipative marketer looks ahead to the needs that customers may have in the near
future. In contrast, a creative marketer discovers and produces solutions that customers
did not ask for, but to which they enthusiastically respond. Sony exemplifies a creative
marketer because it has introduced many successful new products that customers never
asked for or even thought were possible: Walkmans, VCRs, and so on. Sony goes beyond
customer-led marketing: It is a market-driving firm, not just a market-driven firm. Akio
Morita, its founder, proclaimed that he doesn’t serve markets; he creates markets
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A Project Report on the Topic “Sales and Distribution of Financial Product”

INCOME EXEMPT FROM TAX
Income Exempt from tax under sec10:
1.Agricultural Income [Sec 10(1)]

2.Receipts by a member from Hindu undivided family [Sec 10(2)]

3.Share of profits from Partnership firm [Sec 10 (2A)]

4.Leave Travel concession in India [Sec10 (5)]

5.Gratuity [Sec10 (10)]

6.Commuted Pension and Leave salary [Sec10 ((10A),(10AA)]

7.Retenchment compensation [Sec10 (10B)]

8.Compensation at the time of voluntary retirement [Sec 10(10C)]

9.Payment/Bonus under Life Insurance Policy [Sec10 (10D)]

10.Payment from Provident fund [Sec10 (11), (12)]

11.Payment from approved superannuation fund [Sec 10(13)]

12. House Rent Allowance [Sec 10(13A)]

13.Educational scholarship [Sec10 (16)]

14.Daily allowance of members of parliament [Sec 10(17)

15.Awards [Sec10 (17A)]

CLUBBING OF INCOME

As a general rule an assessee is taxed in respect of his own income.

In some cases, however, the Income Tax Act deviates from this principle and the assessee is taxed in respect of income, which belongs to some other persons.

These cases are as follows:

Transfer of income without transfer of asset- when income there from is regarded as that of transferor [Sec 60]

Sec 60 is applicable if the following conditions are satisfied.
1. The taxpayer owns an asset.

2. The ownership of asset is not transferred by him

3. The income from the asset is transferred to any person.

4. The above transfer may be revocable or not.

If the above conditions are satisfied
The income from the asset would be taxable in the hands of the transferor.

Example: X owns 4000 debentures of A Ltd. of Rs.100 each carrying 14% interest per annum.

On April 1, 2004 he transfers interest income to his friend Y without transferring the ownership of these debentures.

Although during 2004 –05 interest of Rs 56,000 is received by Y, it is taxable in the hands of X as he has transferred income without transferring ownership of asset.
REVOCABLE TRANSFER OF ASSET- WHEN INCOME THEREFROM IS REGRDED AS THAT OF TRANSERFOR.
Under Sec 61, if an asset is transferred under “revocable transfer”, income from such asset is taxable in the hands of the transferor.
The transfer for this purpose includes any settlement, trust, agreement or arrangement.

WHEN AN INDIVIDUAL IS ASSESSABLE IN RESPECT OF INCOME OF SPOUSE [SEC 64 (1)(ii)]
The sec 64(1)(ii) is applicable if the following conditions are satisfied.
1.Taxpayer is an individual.

2.He/she has substantial interest in a concern.

3.Spouse of the taxpayer (i.e., husband or wife of the taxpayer) is employed in the above-mentioned concern.

4.Spouse is employed in the concern without any technical or professional knowledge or experience.
If above conditions are satisfied, then the salary income of the spouse will be taxable in the hands of the taxpayer.
Example: X has substantial interest in A Ltd. and Mrs. X is employed by A Ltd, without any technical or professional qualification to justify the remuneration.

In this case the salary income of Mrs. X shall
be taxable in the hands of X

WHEN AN INDIVIDUAL IS ASSESSABLE IN RESPECT OF INCOME FROM ASSETS TRANSFERRED TO SPOUSE [SEC 64(1)(iv)]
The following conditions should be satisfied:

1.The taxpayer is an individual.

2. He/she has transferred an asset (other than house
property)

3.The asset is transferred to his /her spouse.

4.The transfer is direct or indirect

5.The asset transferred otherwise than

(a) for adequate consideration, or

(b) in connection with an agreement to
live apart.

6. The asset may be held by the transferee- spouse in
the same form or in different form.

If the above conditions are satisfied, any income from such asset shall be deemed to be the income of the taxpayer who has transferred the asset.

Example: X transfers 100 debentures of IFCI to his wife
without any consideration.

Interest income from these debentures will be
included in the income of X.

AN INDIVIDUAL IS ASSESSABLE IN RESPECT OF INCOME FROM ASSETS TRANSFERRED TO SON’S WIFE [SEC64(1)(vi)]

AN INDIVIDUAL IS ASSESSABLE IN RESPECT OF INCOME FROM ASSETS TRANSFERRED TO A PERSON FOR THE BENEFIT OF SPOUSE [SEC64 (1)(vii)]

AN INDIVIDUAL IS ASSESSABLE IN RESPECT OF INCOME FROM ASSETS TRANSFERRED TO A PERSON FOR THE BENEFIT OF SON’S WIFE [SEC 64(1)(viii)]

WHEN AN INDIVIDUAL IS ASSESSABLE IN RESPECT OF INCOME OF HIS MINOR CHILD [SEC64 (1A)]
All income, which arises or accrues to the minor child, shall be clubbed in the income of the parent.
Clubbing in the hands of father or mother:

The income of minor will be included in the income of that parent whose income [excluding the income includible under sec 64(1A)] is greater.

Where however, the marriage of the parents does not subsist, the income of the minor will be included in the income of that parent who maintains the minor child in the relevant previous year.
When clubbing is not attracted:
In the cases given below, clubbing provisions of sec 64(1A)
are not applicable –
1. Income of minor child (from all sources) suffering
from any disability of the nature specified under sec
80U.

2. Income of minor child on account of any manual
work.

3. Income of minor child on account of any activity
involving application of his skill, talent or specialized
knowledge and experience.

Exemption under sec 10(32):
In case the income of an individual includes the income of the minor child in terms of sec 64(1A), such individual is entitled to exemption of Rs.1500 or the income so included, whichever is less in respect of each minor child.

IPO AND THEIR SUCCESS AND GROWTH
When a business entity needs money the general course of action that it follows is that it goes to the bank. However banks may not be ready to provide huge finance for a long time especially if the returns are not fixed. The best way to raise money is through offer of shares. The securities which the companies issue for the first time to the public and other financial institutions either after incorporation or on conversion from private to public company is called “INITIAL PUBLIC OFFER” or “IPO”. Raising equity gives boost to economical development of the country.

Raising money through IPO is a very complex process. It requires analysis and implementation of various commercial laws applicable to IPO-Prospectus. These laws are Companies Act, Income Tax Act, FEMA, Securities Contract Act and SEBI Guidelines on“Disclosure and Investor Protection Therefore to understand this complex subject, I decided to undertake studies by this Project Report.

Apart of this I analysis the growth of the recent IPO in the indian market and response of the people. I also analysis that what benefit company and investor can get throug an IPO.

Objective Of The Study
The The basic objective of my study on IPO is mainly as under-

 To analyze IPO and their growth and success in India.

 To study and incorporate the legal requirements of an IPO SEBI Norms and Guidelines

 To study Various aspects of IPO like cost, Involvement of intermediaries, pricing of an IPO.

 To study benefit of IPO to company
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TYPE ……………......Public
FOUNDED ………….Palo Alto, California (1939)
HEADQUARTERS....Palo Alto, California,USA
INDUSTRY…………..Computer systems
.…………Computer peripherals
………….Computer software
………….Consulting
…………..I T services
PEOPLE……..……….Bill Hewlett, Cofounder
……….David Packard, Cofounder
……….Mark v Hurd,Chairman CEO and President
COUNTRIES ………...More than 170

RANKING…………...No. 14 (FORTUNE 500, 2007)

REVENUE …………………..$ 104.3 billion USD (2007)
NET INCOME……..................$ 7.3 billion USD (2007)
EMPLOYEES………...............156000 (2007)
SLOGAN………………......…Invent
GOAL………………. …….....To be the world's leading IT company
CORPORATE OBJECTIVES...Customer loyalty
…Profit
…Market leadership
…Growth
…Employee commitment
…Leadership capability
…Global citizenship
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MANAGERIAL STYLE

DEDICATED INDICATORS
• Determined
• Aggressive
• Confident
• Busy-Driving
• Sets Tasks- Fixes responsibilities
• Demands performance
• Independent – Ambitious
• Uses rewards & punishment for control
• Workaholic
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What Determines Organizational Structure?

À To what degree are tasks subdivided into separate jobs?
Á On what basis will jobs be grouped together?
 To whom do individuals and groups report?
à How many individuals can a manager efficiently and effectively direct?
Ä Where does decision-making authority lie?
Å To what degree will there be rules and regulations to direct employees and managers?
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HRM OUTSOURCING
As we know that one of the biggest impacts to the HR profession is HR outsourcing business… it is also one of the biggest areas of opportunity.
Outsourcing of HR function is to be the part of an integrated business strategy.
The key factor for the senior management team and HR professionals to identify the core HR processes, and the non-core processes that can be outsourced. It is increasingly being recognized that human resources are a source of competitive advantage for organizations, particularly in the information and knowledge sectors.
Various stakeholders in the organization such as the line managers, CEOs and employees have urged the HR department to play the role of a strategic partner. The core aspects of HR function related to transformation consist of attracting and retaining talent, building people capability in the organization, developing a leadership pipeline and creating a learning organization.
HR Outsourcing is the outsourcing of one or more HR processes to a third party provider. Total HR Outsourcing (HR BPO) is the outsourcing of a majority of HR processes.

Present scenario of HRM outsourcing
HR Outsourcing today is a $32.7B business and growing at a rate of more than 25% per year… and projected to grow at that rate through 2008. It is a faster growing business than HR Consulting.

YES, HR- outsourcing is accepting in INDIA in some of the companies that I have mentioned below:
The HR outsourcing business opportunity is large and India is likely to garner a larger and larger piece of this pie in the future. India, with its intrinsic advantages such as low cost, ready pool of English speaking manpower and geographic positioning, is emerging as a viable destination for HR outsourcing companies to set up their businesses.
But still here people are not very clear about what exactly is manpower outsourcing all about, and issues like quality and trust needs to be addressed properly. Experts say the basic reasons hampering the growth of HR outsourcing in India are confidentiality and cost factors. Moreover, the fear of losing jobs, losing control over confidential data, ethics and quality of outsourcing vendors, security breaches and overall confidence in the vendors deters many organizations. The biggest problem - and this is why the HR outsourcing industry in India is on the back foot - is the government and the industry's failure to tackle issues like data security and data privacy. This is where Indian HR outsourcing companies face a major handicap. The Indian government is still grappling with drafting a data protection law designed to quell growing privacy concerns from their offshore clients.

Companies under HR-Outsourcing:

· XENSA
· Jaisons Technologies
· Pinnac Infotech Services
· SwarajComm Technologies Pvt Ltd
QBmedia

This project report bears the imprint of those who had rendered their wholehearted support and encouragement without whose help this effort of mine would be in vain. I express my deep sense of gratitude and sincere thanks to my project guide Mr. Amit Kumar Singh and Ms.Shikhy Khanna for his directions, suggestion and information provided which were of utmost importance for the successful completion of the project. I am also thankful to Pro. Balraj Singh for his proper guidance.
At last, I also thank the employees of National HDFC Bank for assisting me in the timely completion of project.

Case study:
Mr. A who is working in government department at the post of clerk? His monthly income is Rs. 10,000 and he is saving Rs 2000 per month. Now, he want to invest these 2000 Rs in some activities but he is confused that where should I invest?
He has many options like:
Insurance
Fixed deposit
Real Estates
Mutual funds
Shares

He took the advice from relative, office mate’s etc. Finally, he decided to invest in mutual funds. He went to karvy office and understood the concepts of Mutual funds.
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The phrase mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance and management dealing with the buying, selling and combining of different companies that can aid, finance, or help a growing company in a given industry grow rapidly without having to create another business entity.Merger is a tool used by companies for the purpose of expanding their operations often aiming at an increase of their long term profitability. There are 15 different types of actions that a company can take when deciding to move forward using M&A. Usually mergers occur in a consensual (occurring by mutual consent) setting where executives from the target company help those from the purchaser in a due diligence process to ensure that the deal is beneficial to both parties. Acquisitions can also happen through a hostile takeover by purchasing the majority of outstanding shares of a company in the open market against the wishes of the target's board. In the United States, business laws vary from state to state whereby some companies have limited protection against hostile takeovers. One form of protection against a hostile takeover is the shareholder rights plan, otherwise known as the "poison pill".Historically, mergers have often failed to add significantly to the value of the acquiring firm's shares. Corporate mergers may be aimed at reducing market competition, cutting costs (for example, laying off employees, operating at a more technologically efficient scale, etc.), reducing taxes, removing management, "empire building" by the acquiring managers, or other purposes which may or may not be consistent with public policy or public welfare. Thus they can be heavily regulated, for example, in the U.S. requiring approval by both the Federal Trade Commission and the Department of Justice.

HUMAN RESOURCE MANAGEMENT
The objective of the research is to find out the reasons responsible for voluntary employee attrition in Easy Bill Ltd. For the period of April 2007- April 2008 and suggest major areas where work should be done to reduce it.

Motherson Sumi Systems Ltd. (MSSL) is the flagship company of Sumi Motherson Group. The wiring harness division of MSSL is the largest manufacturer of wiring harnesses in India, Serving the entire cross-section of the automotive industry. The main objective for carrying out the study is:

· To find out the effectiveness of the recruitment process at MSSL on the basis of the data available for the last six months
· To find out the areas where the recruitment process is lacking using different tools of management
· To give recommendations to correct the recruitment process as per the findings

"TO STUDY AND ANALYSE PRE SALE ORDER BOOKING SYSTEM"
In summers with rise in mercury level the demand for cold drink springs up to quench the thirst of millions of people. As competition is on its apex between two major cold drink giants’ PepsiCo and coca cola they are trying to catch every customer with their wide range of products and making these available everywhere. For this distribution system is main area of focus.
This project deals with PepsiCo new distribution technique called Pre sale order booking system. As Pepsi got a wide range products and no. of SKU is increasing day by day. Main objective of this scheme is making Pepsi range available everywhere. It is important to select right retailer and build good relation with them to ensure availability of products in retail shops, which is a very important aspect of this business. Retailers and PSR are very important part of this system. For this reason the project was assigned to me, titled as TO STUDY AND ANALYSE PRE SALE ORDER BOOKING SYSTEM. For that I prepared a questionnaire for retailer to collect relevant information..........................????????????????????


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"DESCRIPTIVE STUDY OF MUTUAL FUNDS AND STUDY OF INVESTORS PERCEPTION ABOUT INVESTMENT IN MUTUAL FUNDS"