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If you have previously been an Al-Futtaim employee, please list your last role, grade, exit date and last line manager as accurately as possible.

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If you are previously or currently an Al-Futtaim employee, please list your employee number, role, grade and last line manager as accurately as possible.

Posted on Jul 15, 2013


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I want to know MBA institutions in national level for my higher studies. From where can I get institutions details?

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If you have previously been an Al-Futtaim employee, please list your last role, exit date and last line manager as accurately as possible.

Sorry, I've never been an Al-Futtaim employee, actually have not even the slightest idea what should be the function of Al-Futtaim so can't halp you to fill your form.

May 18, 2014 | Answer Carbon Expert BMX Handlebar

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If you have previously been an Al-Futtaim employee, please list your last role, grade, exit date and last line manager as accurately as possible.

my role as a assistant manager in Al-Futtaim. i will be A grade. 02-022013.
In Al-Futtaim I have learned many things and growth in that organization.

Mar 22, 2013 | Answer Carbon Expert BMX Handlebar

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If you have previously been an Al-Futtaim employee, please list your last role, exit date and last line manager as accurately as possible.

If you have previously been an Al-Futtaim employee, please list your last role, exit date and last line manager as accurately as possible

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What type job of relationship manager

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The role of Business Relationship Management, or the Business Relationship Manager (BRM), is an emerging role in Information Technology (IT) organizations. The BRM is a liaison between IT and the business. The BRM has significant knowledge in subject matters pertaining to both IT and the business. The BRM is responsible to understand the business, assist in the prioritization of projects, ensure that projects align with the technology that best provides maximum return on investment, and direct IT strategy in support of the overall business strategy.

Business Relationship Management differs from Customer Relationship Management (CRM) in that BRM is an advocate for the business within IT without the external influences to sell product and keep a deal going. Also, the BRM is an employee of the same company as the business and IT organizations that are supported. The CRM is an employee of a third party company with different motivations for a different bottom line.

Responsibilities Responsible (Fulfills the task independently)

  • Pre-project business solution design

  • Has relationship with internal technology teams

  • Has relationship with external technology vendors

  • Identifies opportunities for operational efficiency

  • Service Level Agreement (SLA) negotiations

  • Directs projects towards desired technology strategies
Accountable (Fulfills the task by coordinating others efforts)
  • Overall solution delivery (project progress)

  • Project issue resolution

  • Develop long-range technology strategies

  • Provides initial project estimates for cost-benefit analysis

Consultant (Advises on the task)

  • Participates in technology aspects of business-sponsored RFx's

  • Evaluate project objectives

  • Project prioritization

  • New business initiative analysis
Informed (Is advised on the task)
  • Gains understanding of business strategies

  • Gathers information on competitor technology

  • Stays abreast of industry trends in the business and technology

  • Has relationship with research firms

  • "...involved with advanced or emerging technology groups within your IT organization"

Key Role Interactions Business Partners
The BRM works with the business at several organizational levels. The BRM will work with business area teams to understand project requirements, shape the initial project request, and provide a high-level estimate of the project effort and costs used in cost-benefit analysis. The BRM will regularly report back to business managers on the status of projects.
Application Architects
Early in the process, the BRM works with the architects to discuss potential solutions that match the business strategy with the technology strategy. The architects will also provide consulting on additional costs due to additional equipment or increased capacity requirements.
Project Managers
Early in the process, the BRM works with the PM's to discuss staffing needs, high-level timelines, and the associated cost. Throughout a project, the BRM will stay informed on the project status in order to provide business managers with regular status. Occasionally during the project, the BRM will be used in a facilitation role when an impasse between the technology team and the business team occurs.
Finance Managers
The BRM may also need to work and supply information through to either a dedicated IT Finance team or to Management Accountants within the Finance Function. This can cover involvement in the Organisation's annual planning process (The Budget), updates to forecasts, down to providing updates from IT Department & Project managers in helping analysis of IT spend to date.
Professional Skills The BRM needs to have subject matter expertise in both the business and technology. As such, it is not possible for the BRM position to be an entry-level position. Rather, this position requires the ability to understand the business sufficiently to communicate the importance of projects to the technology teams, as well as to understand the technology sufficiently to communicate the complexity in simple terms for the business.
"Additionally, attention to detail and good analytic skills are important because there are always a lot of interdependencies, and even a simple change could affect other applications or parts of the infrastructure."
nterpersonal Skills The BRM "straddle IT and business with these key skills:

  • Communication

  • Presentation

  • Critical Thinking

  • Collaboration"

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Write a note on the managerial roles and skills.

A managers role is to create a safe, pleasant working environment where employees feel challenged and empowered to make decisions. Continual improvement of the workforce through cross training and educational avenues will pay off ten-fold to productivity. People have to feel like what they are doing is important and valued, so the manager must show appreciation for a job well done. On the same note, a manager must be able to reprimand an employee (tactfully) for a poor decision or action, and never in front of other employees. A manager must ensure the workforce follows all federal and state codes and statutes in completing their tasks. For example and electrical contractor must follow local and federal (NEMA and OSHA) guidelines when wiring up a residence or business. A manager must promote the business through advertisements or job fairs or technical summits or conferences. A manager must be able to pay the employees what they are worth and give them opportunity to make more if their worth becomes more to the company. A manager must also invest profit back into the company infrastructure to increase productivity or simply to replace the burnt out lights in the parking lot.

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