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Thursday, July 30, 2020 | History

2 edition of Centralized initiatives and decentralized responsibilities found in the catalog.

Centralized initiatives and decentralized responsibilities

Centralized initiatives and decentralized responsibilities

a study of selected Indian states

  • 48 Want to read
  • 12 Currently reading

Published by Institute of Social Sciences in New Delhi .
Written in English

    Subjects:
  • Intergovernmental fiscal relations -- India -- Tamil Nadu,
  • Intergovernmental fiscal relations -- India -- West Bengal,
  • Intergovernmental fiscal relations -- India -- Karnataka

  • About the Edition

    Study of the three Indian states and their fiscal relations with the Centre.

    Edition Notes

    Includes bibliographical references (p. 46).

    StatementG.S. Ganesh Prasad ... [et al.]
    SeriesISS occasional paper series -- 35
    ContributionsGanesh Prasad, G. S., Institute of Social Sciences (New Delhi, India)
    Classifications
    LC ClassificationsHJ1339.A-ZT (H10)+
    The Physical Object
    Pagination58 p. ;
    Number of Pages58
    ID Numbers
    Open LibraryOL23689876M
    LC Control Number2009346656

    Centralized staffing function refers to the accumulation of all responsibilities regarding recruitment of staff into a single unit. The unit, which is part of the organization's human resources function, is responsible for determining the desired educational and professional background of new recruits, setting a uniform process for advertising vacancies, accepting applications and . Centralized Training in a Decentralized Organization. To centralize or decentralize; that is the question. Every major organization, every bureaucracy, every purposeful group struggles with the issue of how training services should be organized to best serve a complex organization with many departments and diverse employees.

    Decentralized Autonomous Organizations. Decentralization can go a step further: decentralized autonomous an organization is a vast system (or a system with the potential to become vast) that adapts to user needs, tracks spending and preferences, and dispurses profits without the need for centralized oversight. South ChinaAirline,IberiaAirlines and Air France,decentralized. Incontrast, at the some time, Sabena, Belgium's state-ownedairline until its bankruptcy in 20(11, undertook a central¬ ization effort. In the insurance industry,Aetnadecentralized at the same time AXA Equitable was centralizing. I-et'stake a look ut some of the factors.

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1) Cost centre - mngr responsible for cost containment 2) Revenue centre - mngr responsible for rev. generation 3) Profit centre - accountable for revenues and costs 4) Investment centre - manager accountable for investments, revenues, and costs - or return on asset base.

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