Master Plumbers Board Exam Results July 2017 Complete List of Passers

The complete results of July 2017 Master Plumbers board exam has been released. The Professional Regulation Commission (PRC) and the Board of Master Plumbers announced the full list of Master Plumbers board exam passers, top 10 (topnotchers), top performing school and performance of schools with all data available here.

*This page will be updated as soon as results are available.

Optometrists (Written) Board Exam Results July 2017 Complete List of Passers

The complete results of July 2017 Optometrists (Written) board exam has been released. The Professional Regulation Commission (PRC) and the Board of Optometrists (Written) announced the full list of Optometrists (Written) board exam passers, top 10 (topnotchers), top performing school and performance of schools with all data available here.

*This page will be updated as soon as results are available.

Ocular Pharmacologists Board Exam Results July 2017 Complete List of Passers

The complete results of July 2017 Ocular Pharmacologists board exam has been released. The Professional Regulation Commission (PRC) and the Board of Ocular Pharmacologists announced the full list of Ocular Pharmacologists board exam passers, top 10 (topnotchers), top performing school and performance of schools with all data available here.

*This page will be updated as soon as results are available.

Room Assignments for July 27 & 28, 2017 Social Workers Board Examination

The July 27 & 28, 2017 Social Workers Licensure Examination or the July 27 & 28, 2017 Social Workers Board Exam will be held in Manila on July 27 & 28, 2017.

During the Social Workers Board Exam, please be guided by the following instructions:

You should be at the examination venue before 6:30 in the morning. Examinees who will come late will not be ADMITTED.

Bring the following: Notice of Admission, Official Receipt, pencils no 2, black ball pens, mailing envelope, and plastic envelops.

Do not bring cellular phones and other electronic gadgets.

Room Assignments for July 27 & 28, 2017 Social Workers Board Examination - Lucena City

Room Assignments for July 27 & 28, 2017 Social Workers Board Examination - Pagadian City

Room Assignments for July 27 & 28, 2017 Social Workers Board Examination - Tuguegarao City

Room Assignments for July 30 & 31, 2017 Radiologic Technologists Board Examination

The July 30 & 31, 2017 Radiologic Technologists Licensure Examination or the July 30 & 31, 2017 Radiologic Technologists Board Exam will be held in Manila on July 30 & 31, 2017.

During the Radiologic Technologists Board Exam, please be guided by the following instructions:

You should be at the examination venue before 6:30 in the morning. Examinees who will come late will not be ADMITTED.

Bring the following: Notice of Admission, Official Receipt, pencils no 2, black ball pens, mailing envelope, and plastic envelops.

Do not bring cellular phones and other electronic gadgets.

Room Assignments for July 30 & 31, 2017 Radiologic Technologists Board Examination - Tuguegarao City

Room Assignments for July 24 & 25, 2017 Master Plumbers Board Examination

The July 24 & 25, 2017 Master Plumbers Licensure Examination or the July 24 & 25, 2017 Master Plumbers Board Exam will be held in Manila on July 20 & 21, 2017.

During the Master Plumbers Board Exam, please be guided by the following instructions:

You should be at the examination venue before 6:30 in the morning. Examinees who will come late will not be ADMITTED.

Bring the following: Notice of Admission, Official Receipt, pencils no 2, black ball pens, mailing envelope, and plastic envelops.

Do not bring cellular phones and other electronic gadgets.

Room Assignments for July 24 & 25, 2017 Master Plumbers Board Examination - Cebu

Room Assignments for July 24 & 25, 2017 Master Plumbers Board Examination - Legazpi

Room Assignments for July 24 & 25, 2017 Master Plumbers Board Examination - Iloilo

Room Assignments for July 24 & 25, 2017 Master Plumbers Board Examination - Davao

Room Assignments for July 24 & 25, 2017 Master Plumbers Board Examination - Baguio

Room Assignments for July 24 & 25, 2017 Master Plumbers Board Examination - Manila

Landscape Architects Board Exam Results July 2017 Complete List of Passers

The complete results of July 2017 Landscape Architects board exam has been released. The Professional Regulation Commission (PRC) and the Board of Landscape Architects announced the full list of Landscape Architects board exam passers, top 10 (topnotchers), top performing school and performance of schools with all data available here.

Roll of Successful Examinees in the

LANDSCAPE ARCHITECT LICENSURE EXAMINATION

Held on JULY 11 & 12, 2017 Page: 2 of 2

Released on JULY 14, 2017

Seq. No. N a m e

1 ABUAN, CHRIS XANTHY HORE

2 AGUHOB, KYLE CARLO FERNANDEZ

3 AVENDAÑO, JOAN ROQUE

4 BAGARRA, GABRELLE PICCIO

5 BANIQUED, SHEKINAH VIOLA

6 BITORO, JOSEMARIE MANADAN

7 CERBITO, MARTIN KEVIN DEVEZA

8 CORONEL, KRISTINE JOY QUIERREZ

9 CRUEL, JOUYKOVI IGNAECIA FACUNDO

10 CRUZ, JHELLAINA LOUISE PORCIUNCULA

11 DARAPISA, CHARL JUSTINE BALANZA

12 FRANCISCO, RUBEN HENRY JR LUARTES

13 GUINTO, SANDINO MALATE

14 HERNANDEZ, BON JOVIBOY TOLENTINO

15 IGLESIA, MARY TRISHA GARCIA

16 KING, HARRIET ANDREA ANG

17 LIM, JERONIMO ANGELO ENORME

18 MEDINA, CINDERELLA ATIENZA

19 MORALES, IRENE DESALIZA

20 NIEVA, OSIAS JR LUKLUKAN

21 PALCES, ROMARIE ANNE OBONG

22 PANGAN, EMMANUEL MENDOZA

23 PASCUAL, JOHN KIM BARCELO

24 POLICARPIO, JUSTIN CASABELLA

25 PUEBLOS, KR PENACO

26 REYES, ARVIN JOSEPH GUADALUPE

27 RIVERA, ANTOINNE CABREROS

28 RIVERA, ROSALYND LOVERIA

29 ROSELL, AURIGA JOY BACARRO

30 SILVESTRE, SOPHIA REGINA PEREZ

31 TERANTE, STEVE MONTANES

32 TING, JOSHUA LANCE DE GUZMAN

33 TIU, CELINE ANNE SALAZAR

34 TO, THERESA RIVERA

35 TUMBLOD, JOLLY ANN CAHILIG

36 VALLARTA, ROSCILLA BIANCA BOHOL

37 YAP, ERIN ANGELA BRIDGET LAO

NOTHING FOLLOWS----------------------

Real Estate Appraisers Board Exam Results July 2017 Complete List of Passers

The complete results of July 2017 Real Estate Appraisers board exam has been released. The Professional Regulation Commission (PRC) and the Board of Real Estate Appraisers announced the full list of Real Estate Appraisers board exam passers, top 10 (topnotchers), top performing school and performance of schools with all data available here.

Roll of Successful Examinees in the
REAL ESTATE APPRAISER LICENSURE EXAMINATION
Held on JULY 9, 2017 Page: 2 of 2
Released on JULY 11, 2017
Seq. No. N a m e

1 ARENGO, ROSANNA LAARNI OLOFERNES
2 BALANDRA, REY MIGUEL BENDANILLO
3 DEQUIT, NEIL BRIAN ARGUIOLA
4 DIOCAMPO, ANGELICA MAE GARCIANO
5 GARCIA, ZYREL DIONE FIRMALINO
6 LACABA, LESLIE CAJEDA
7 LOBIDO, MICHAEL STEPHEN PINQUE
8 MENDOZA, DANIEL ANGELO QUINTERO
9 MORALLOS, MERCY BEATO
10 NERJA, CRISTALYN MAY ABANID
11 ODULIO, SHANNEN NICOLE LOPEZ
12 PATALINGHUG, ANNE FRANCES ON
NOTHING FOLLOWS----------------------
Manila, Philippines

Room Assignments for July 20 & 21, 2017 Optometrists (Practical) Board Examination

The July 20 & 21, 2017 Optometrists (Practical) Licensure Examination or the July 20 & 21, 2017 Optometrists (Practical) Board Exam will be held in Manila on July 20 & 21, 2017.

During the Optometrists (Practical) Board Exam, please be guided by the following instructions:

You should be at the examination venue before 6:30 in the morning. Examinees who will come late will not be ADMITTED.

Bring the following: Notice of Admission, Official Receipt, pencils no 2, black ball pens, mailing envelope, and plastic envelops.

Do not bring cellular phones and other electronic gadgets.

Room Assignments for July 20 & 21, 2017 Optometrists (Practical) Board Examination - Manila

Room Assignments for July 17, 18 & 19, 2017 Optometrists (Written) Board Examination

The July 17, 18 & 19, 2017 Optometrists (Written) Licensure Examination or the July 17, 18 & 19, 2017 Optometrists (Written) Board Exam will be held in Manila on July 17, 18 & 19, 2017.

During the Optometrists (Written) Board Exam, please be guided by the following instructions:

You should be at the examination venue before 6:30 in the morning. Examinees who will come late will not be ADMITTED.

Bring the following: Notice of Admission, Official Receipt, pencils no 2, black ball pens, mailing envelope, and plastic envelops.

Do not bring cellular phones and other electronic gadgets.

Room Assignments for July 17, 18 & 19, 2017 Optometrists (Written) Board Examination - Manila

Room Assignments for July 11 & 12, 2017 Landscape Architects Board Examination

The July 11 & 12, 2017 Landscape Architects Licensure Examination or the July 11 & 12, 2017 Landscape Architects Board Exam will be held in Manila on July 11 & 12, 2017.

During the Landscape Architects Board Exam, please be guided by the following instructions:

You should be at the examination venue before 6:30 in the morning. Examinees who will come late will not be ADMITTED.

Bring the following: Notice of Admission, Official Receipt, pencils no 2, black ball pens, mailing envelope, and plastic envelops.

Do not bring cellular phones and other electronic gadgets.

Room Assignments for July 11 & 12, 2017 Landscape Architects Board Examination - Legazpi

Room Assignments for July 11 & 12, 2017 Landscape Architects Board Examination - Manila

Room Assignments for July 11 & 12, 2017 Landscape Architects Board Examination - Baguio

Room Assignments for July 11 & 12, 2017 Landscape Architects Board Examination - Cebu

Room Assignments for July 11 & 12, 2017 Landscape Architects Board Examination - Davao

Room Assignments for July 2017 Real Estate Appraisers Board Examination

The July 2017 Real Estate Appraisers Licensure Examination or the July 2017 Real Estate Appraisers Board Exam will be held in Manila, All Regional Offices; Zamboanga on July 9, 2017 .

During the Real Estate Appraisers Board Exam, please be guided by the following instructions:

You should be at the examination venue before 6:30 in the morning. Examinees who will come late will not be ADMITTED.

Bring the following: Notice of Admission, Official Receipt, pencils no 2, black ball pens, mailing envelope, and plastic envelops.

Do not bring cellular phones and other electronic gadgets.

Room Assignments for July 2017 Real Estate Appraisers Board Examination - Manila

Personal, Professional and Career Development

Introduction

The transition from academic to professional life is an exciting shift of interest and focus, which demands proper career-life planning, intensive understanding of personal development and growth, adaptive skills in the workplace, and a great deal of decision making or problem solving. In the perspective of an organization, stimulation of personal, professional and career development of employees is a game changer in increasing their effectiveness in the workplace, thereby developing a positive performance (Beausaert, Segers & Gijselaers, 2011). As an MBA student, I come to the crossroad of making sound plans and decisions on how to make myself – my profession and career life – better. This essay will describe my personal goals and career purpose as an evaluate comparison with my current status and my future plan of actions. Insights into the future career development agenda will also be included in this paper with a discussion on values and strengths to be explored for the benefit of career development.

Personal and Career Purpose – How to Achieve Them

I took a business-related course with the plan of getting an MBA because of a single reason: I want to become an effective manager or a business executive. Academically, I prepared myself for a future job in the business industry. True to it, after getting the bachelor degree, I embarked to an experiential knowledge, but the academic knowledge I had was not enough to keep me going. For that reason, I enrolled in this MBA course. This is a tool that will bridge the gap between the real world and my knowledge. Overall, experience and knowledge prepared me to become an effective leader, manager, or executive of a company, who will have a big impact in changing the landscape of the business environment.

The end goal of my professional and career development plans is becoming a “personal brand” in the business environment. Why this end goal? All efforts being made today will all be waste if the knowledge and experience gathered won't be shared or won't make an impact to the industry. In essence, achieving the end goal of my professional career would be a testament or a referendum to the experience and knowledge that I gained. The end goal is not just about being a manager or an executive of a company, but it is being a “voice” in the industry that will change the concept of management and how organizations should behave. Simply, becoming an authority in the industry is what the end goal means.

Yet, achieving the end goal is not easy one. Of course, the foundation work has been ignited with the academic knowledge. This MBA course is a big road paving the achievement of the end goal. All big goals start small. With this, I started with the basic positions in the organization. This way I was able to learn the ropes of business – the real world and not just the discussion of the classroom. If I want to become an effective manager or executive, I need to know what's happening in ranks below me. Being at the bottom of the organizational chart was an experience that set my desire to excel.

As I pursued knowledge and experience, there were people who made instrumental impact. Foremost, it is to note that academicians were helpful in shaping the theory aspect of my knowledge. And of course, direct supervisors in the workplace and managers were able to draw my attention on how to apply theory into practice. Together, these people were monumental in reshaping the concept of knowledge and experience. Rather than starting out with things my own, the guidance and help of these people were dramatic in making my career path.

As earlier mentioned, the end goal is a big thing to achieve and there are short term goals to reach. These short term goals are very essential to the end goal. For instance, if I must become an authority in the industry, it is important to become an authority in the organization first and this can only be achieved through climbing the ladder of the organizational chart. If I won't be able to climb the organizational ladder, it would be impossible to be effective in being an authority in the industry.

To achieve these goals – short terms or end goal – it is important to maintain determination and focus on the goal. These are what needs to happen to achieve the end goal. Without these, it would be impossible to stay on the track and keep the direction toward the goal.

Quality Career Decisions

Working with an important organization in the Middle East is career move that puts my career goal on track. According to Martin (2010, Forbes), the good thing of working in a large organization is it allows employees to work on various departments or positions, thereby giving employees opportunities to learn and acquire experience. This is so true with my decision to hand on my application to the organization I am working with. With the size of the organization, I was assigned to do various task responsibilities that create a technical and experiential flexibility in me. This is significant because it puts me into a position of knowledge of the business operation as a preparatory for my future managerial goals.

In the same manner, side from the experiential knowledge brought by my work position, I was also ushered into a better career development with my decision in enrolling myself in the MBA program. While I had great experience and position in the organization, I needed additional knowledge on how to become an effective leader, manager or executive. With this MBA program, I embarked into a journey of being the manager and just a simple employee of the organization. I was opened to the arena or the world of the management and the administration.

As a person, being in a large organization is motivating and challenging. While I am a flexible person who can work on whatever tasks given, I also understand that in a large organization, I am only competing with myself but with others as well. In this regard, I had to exert extra effort to be effective in my tasks and to stand out. This may sound overly competitive, but this is the reality of the large organization. As much as my end goal is to become a manager, I need to climb the organizational ladder, and I can only do that by being the best of myself and stand out among my colleagues. And it's worth it because of my position at the moment.

In fact, to maintain my edge, I got myself into the MBA program. I am interested in managing an organization, in directing its course of action and bringing in my ideas into the overall operations of the business. As much as this interests me, I need to get the knowledge on how to accomplish this. As noted earlier, determination and focus on the end goal help to achieve goals in life. Determination and focus on the interest must be properly guided with the career plan.

As far as I understood this, quality career decisions are anchored on keeping track with the end goal and in utilizing the advantages of the moment. Looking at this perspective, it is important to keep being focused. Several people failed in life because they have several goals and objectives in their career path. I believe in the need of having a singular goal in life. In making quality decision, this singular goal in life will make a strong guidepost. Otherwise, plurality of goals may only dilute goals and objectives.

While I believe in the need of having a competitive advantage, I believe too much of it should go away. With a mature look of career development, this should not be fueled by the goal of being rival with other people. I need to become an effective manager, I need to get this thing out to ensure that my decisions are sound and grounded on proper rational rather than on emotional attachments.

Evaluating my actions and the course direction of my career, I can say that I have stayed in the path to achieve my end goals. In terms of learning, both the academic and experiential knowledge have been beneficial in keeping me adept and abreast with the demand of my future career goal. In fact, I can connect some of the experiential knowledge that I had with the academic learning that I acquired with the MBA course I am enrolled. With the aid of the combination of theory and practice, I can say that my learning goals are starting to take shape as part of my preparation for better opportunities in the future. This is a good start to turn the direction toward becoming an executive and authority of the industry.

Now with the learning goals achieved, I am ready to take tasks that are purely managerial and administrative. In a sense, everything is starting to take shape because I am more equipped with knowledge and experience for the job. If I am going to divide my career development agenda, it is easy to create objectives. Mainly, the first division of the agenda is to acquire enough knowledge, and second to use this knowledge to become effective in the work area. The final phase of the career agenda is to excel in the managerial area and become effective in this area as the ladder to become an authority in the business industry. Through achievement of the learning goals, it is easier to become effective in the work area to achieve the end goals.

Actually, the learning goals and the work experience are two aspects of being a leader. In becoming a manager or an executive, it is necessary to translate goals and objectives into actions through facts and information. This could only be achieved if I get enough knowledge and experience. It would be impossible to lead or manage people in the workplace if I don't have the knowledge of the business, or how employees behave. This means that in order for one to become effective in a supervisory or managerial job, it is important to get enough knowledge and skills, which could be understood with the aid of experience. No manager becomes effective if there is no enough knowledge – both academic and experiential – to guide the person.

In working with my colleagues, I was able to understand the difficulty of achieving career goals. Yes, in creating a life plan or a career path, there are difficulties to take, especially those driven by personal attitude, values, and behavior. My perspective on how people in the organization behave is driven by the thought of competition. Because of this, I look at workmates with the desire to rival with them. With this, I must build interpersonal relationships that are not driven by this desire. Instead, I need to build relationship with people that are beneficial because I aim to become an effective executive and manager in the future. In this regard, I will be able to make proper problem solving that will create sound decision making process.

Conclusion

As a person, I have learned that there are attitudes and values that are beneficial to the career plans of a person. But there are also values that should be avoided because they can be detrimental to the flow of the person's career path. With this, it is important to balance these attitudes and values in order to keep things in the right perspective and to achieve goals. Personal development is very important if one wants to grow in the career and professional path taken.

As a professional, it is very important to acquire enough knowledge before embarking to decision making. Professionalism in the workplace demands the use of facts and information to create decisions. Only with knowledge can a person become effective in the workplace. In terms of career development, it is very important to combine personal attitudes and values with professional skills.

References:

Martin, C. (2010). Weighing the Pros and Cons of Working for a Large Company. Retrieved from http://www.forbes.com/sites/work-in-progress/2010/04/23/weighing-the-pros-and- cons-of-working-for-a-large-company/

Simon Beausaert , Mien Segers & Wim Gijselaers. (2011). The use of a personal development plan and the undertaking of learning activities, expertise-growth, flexibility and performance: the role of supporting assessment conditions, Human Resource Development International, 14:5, 527-543

NetSuite Partner Relationship Management Analysis Comparative Review with Sage CRM

NetSuite Partner Relationship Management Analysis

Comparative Review with Sage CRM

Introduction

Partner Relationship Management (PRM), according to Relayware (2014), is "system of methodologies, strategies, software, and web-based capabilities that help a vendor to organize and manage partner relationships." PRM software is designed to enable organizations in the management of their partners with the aid of a streamlined processes, reliable systems, and an interactive system. The need of integrating the business functions for the operation of partner relationship has been around for more than three decades or beyond. Manufacturing companies such as the automobile industry look for ways on how to keep the business operation into a single network rather than having problems on how to handle partners' operation to meet the demand or the quote of the organization.

Simply, a PRM software is a one-stop system that connect all partners of the production and distribution channels allowing them to access essential data to get their tasks done. The software streamlines functions such as marketing materials, certification controls, collaboration forums, training, product information and more. Since the portal used by the PRM software is a web-based or a cloud architecture, partners, regardless of their locations around the world, can access the system easily.

Based on the research done by Forrester Research, Inc., NetSuite's Partner Relationship Management (PRM) offers a stronger performance compared to all PRM platforms. In fact, among seven vendors compared by Forrester Research, NetSuite ranks at the top in almost every aspect or feature of PRM (NetSuite Inc. , 2014). This study will investigate the features of NetSuite's PRM compared to Sage CRM software, which is an advanced customer relationship management software with the integration of basic PRM.

Being a Strategy

According to Relayware (2014), PRM is not just a tool or a system used by the organization, but it is a whole business strategy used to meet the organization's and the partners' needs in order to become effective in managing the demands of customers. If PRM is used properly, it will provide the organization an edge in the competitive business environment with the holistic approach to it as a strategy. In this regard, Forrester Research, Inc ranked NetSuite's PRM at first place in terms of business planning, customer management, geographical scope, business intelligence, corporate strategy, and lead management.

Business intelligence is the ability of the organization to understand the connection and interrelationship of information or available facts to benefit the organization as a guidepost in making actions for a desired objective (Logi International, Ltd., 2013). NetSuite's PRM works with the lead of customers and use the information gathered from the lead to create essential and relevant interpretation that can be used by the organization for decision making. This means that rather than getting another software to process customers – their behavior, buying pattern, etc – NetSuite's PRM solves the problem by integrating business intelligence and lead management into it. NetSuite's PRM provides a real time tracking of partner leads or referrals within a single network that can create analytic for volume, ROI, and conversion. More than that, NetSuite's PRM also helps to create accurate and data-founded forecast regarding sales, production cycle, and revenue trend.

Compared to NetSuite's PRM, Sage CRM is one of the most advanced PRM-CRM software available. This software also boosts capability in business intelligence and lead management, wherein it directs the operation of the organization from the lad management analysis to closing sales. With the aid of proper data collection and analysis, Sage CRM helps to create decisions that are accurate and real time (Sage Software, Inc., 2014). In the same manner, with the aid of Sage CRM, forecasts on sales are made to aid partners in dealing with demands of production and distribution systems, as noted earlier. How this work? When partners get knowledge of market movement, they will be guided on how to approach the market. In the same manner, when the vendor knows what's happening in the field (as partners give data), the vendor will be able to act properly in terms of pricing competitive advantage and in the production.

Another aspect of PRM's capability to ensure accomplishment of its strategy is the power of coordination and communication (Grant, 2012). NetSuite's PRM works with sales tracking and order management. It is important for partners to know real time data regarding orders and pricing. With this platform, partners spread around the world can now access information of orders, the pricing, campaigns and discounts (NetSuite, Inc., 2014). NetSuite's PRM's principle is simple: Partners should know what's happening to its partners so they could work together toward achievement of the desired goal.

In fact, NetSuite's PRM also provides a way for partners to download or get information regarding the product easily. With the aid of the sales and marketing library, vendors can give their partners the chance to get access to a library of resources that can be used in marketing the product such as product fact sheets and other sales materials. As noted earlier, the goal of this PRM software is to build a collaborative network between the vendor and its partners to increase their integration and their organizational performance. Rather than just making it hard for partners to get in touch with materials that can be used for marketing, the portal speeds up their coordination without the thick and complex structural difficulties.

On the other hand, Sage CRM offers communication solutions to its customers and partners. In fact, with this portal, customers are considered as partners of the vendor's growth (Sage Software, Inc., 2014). This demands for communication from and to the customer. By building a communication channel, customers' needs will be responded immediately. In fact, the network uses social media networks and email communication to expand the materials that could be passed on the customer or partner.

The good thing about Sage CRM is its service and support system. In this era of competition in the market, partner needs the support necessary for them to move around. A real time support is important because a single delay in communication may lead to wrongful actions of those in the field. Vendors have to keep the communication open because a single wrong information may lead to a series of multiplied impact affecting the business' reputation. Yet, NetSuite's PRM also provides a strong support for its partners – and this support is a global one to cope with the demand of global business environment.

As a Collaborative Tool

NetSuite's Partner Relationship Management software is really about collaboration, as already mentioned earlier (NetSuite, Inc., 2014). This is the core of the software. With the business functions integrated into this network, the software is already an integral solution to the needs of organizations. But add to that, this software is built to ensure that businesses that are building partnership with distributors or agents will be able to comply with the demands of the competitive business environment. As a collaborative network, it enables vendors to empower their partners or distributors (and even customers) to become effective channels of the organization to reach out customers of the market.

NetSuite, Inc. (2014) wrote that "companies benefit from real-time visibility into the entire partner marketing and sales process—from opportunity to order to commission—helping organizations to cultivate an educated, enabled and productive channel that dramatically expands revenue and market opportunities." Rather than just leave partners or distributions hanging after they receive their orders and the vendor's responsibility also ends, NetSuite's PRM extends the role of the vendor and the partners become collaborators of the growth. This means that if the partner succeeds, the vendor also gets the benefit.

This is also the goal of Sage CRM, which even has developed the Sage CRM Mobile Solutions, to help partners or teams in accessing critical customer information that will help them in effectively closing sales ( Sage Software, Inc., 2014 ). With updated information regarding customers, partners and teams will be able to know what to do to increase sales. This is empowerment of those who are in the field. While the vendor acts as the overall manager, it enables those who are under its network to become effective market leaders.

Conclusion

Partner relationship management helps vendor to have proper attitude and behavior toward partner. With demand for collaborative marketing programs, NetSuite's PRM and Sage CRM helps to enhance the automation of the entire process - schedules, media and marketing plans, campaign strategies, assets and online marketing with brochures. What PRM does is build a lasting partnership or intimate relationship with those who really deals with customers. Partners and distributors who worked with the customer should be given premium because they are the ones that are making it possible for the vendor to enjoy financial success in the market – and with PRM, this empowerment is made.

However, with the demand of today's environment, Sage CRM combines PRM with CRM to meet demands of communication. Social media and close communication through a multi-channel network increase the way communication is created with partners and the organization. In fact, with this competition in the market, stronger channels must be built to ensure loyalty. Advanced PRM and the combination of CRM will be the best way to meet the demands of the market. NetSuite has been updating its PRM and it heading to become a CRM platform with additional services and capabilities.

References

Grantt, T. (2012). Channel Readiness Blog. Retrieved from http://www.logicbay.com/blog/bid/80400/What-is-PRM-Software

Logi International, Ltd. (2013).Business Intelligence Defined. Retrieved from http://www.logianalytics.com/bi-encyclopedia/business-intelligence

NetSuite Inc. (2014). NETSUITE PARTNER RELATIONSHIP MANAGEMENT (PRM) RECOGNIZED AS A STRONG PERFORMER IN PRM PLATFORMS REPORT BY LEADING ANALYST FIRM. Retrieved from http://www.netsuite.com/portal/press/releases/nlpr12-17-13.shtml

Relayware. (2014). What Is PRM and What is it Becoming? Retrieved from http://www.relayware.com/solutions/hi-tech/what-is-prm/

Sage Software, Inc. (2014). SAGE CRM. Retrieved from http://na.sage.com/us/sage-crm

Issues and Controversies in Mudaraba

Definition

Mudarabah, or the so-called silent partnership in Western finance is characterized with the giving of the capital by a partner who is called "rabb-ul-mal" to another person who is called the mudarib (Omar, et.al, 2013). Simply, the investment comes from the rabb-ul-mal, who is oftentimes referred to as the first partner, while the management of the investment is the sole responsibility of the mudarib or the working partner. In today's business concept, rabb-ul-mal are commonly banks, financing companies, and other intermediaries that provide necessary capital to businesses. In concept, mudarabah is an Islamic financing system that enables people to acquire capital for business ideas without direct violation on the prohibition of interest.

Here are some of the basic components of the mudarabah, as a distinct Islamic kind of partnership:

* In mudarabah, investment is the sole responsibility of the first partner or the rabb-ul-mal (Islamic Banker, 2011). The contract restricts the mudarib in sharing investment into the business. The mudarib shares only his talent and his time, just like the convention being used for the working partner of the Western partnership system (although, the working partner can still invest specific amount of money in the venture).

* Karim & Archer (2013) noted that the rabb-ul-mal has no specific, either direct or indirect, rights or responsibility to meddle with the affairs of the business; the decision making and the management of the business must be delegated in full monopoly to the mudarib,

* Mudarabah provides that in case of losses, the mudarib cannot be forced or required to share with the said loss (Islamic Banker, 2011). Rather, the loss is solely the burden of the rabb-ul-mal who provided the necessary investment or capital for the business.

* In mudarabah, the ownership of all the assets of the company is retained by the rabb-ul-mal, and the mudarib has no right over them, exempt the due usage for the creation of wealth. This means that even if the value of assets increase over the past years due to appreciation or good management, the mudarib cannot claim share over them.

Strictly, the concept of mudarabah is consistent with the ideas of partnership, but it is not consistent with the demand of partnership for equal rights to intervene in the decision making process on where their money will be invested. Yet, it must also be noted that in this concept of Islamic partnership, the mudarib serves as the financial manager and executor of the investment, but he is also entitled to profit sharing aside from the basic compensation.

Mudarabah can be executed in two approaches and ways. First, the unrestricted mudarabah partnership provides that the rabb-ul-mal can only specify the profit-sharing scheme that will be used, but the rabb-ul-mal does not specify the manner, time, work, and other conditions necessary for the business establishment and operation (Omar, et.al, 2013). Secondly, the restricted mudarabah allows the rabb-ul-mal not only to specify the profit-sharing rules, but also the conditions of the business work, place, and such other concerns. However, this does not allow the rabb-ul-mal to meddle with the affairs of the business when it is also operating and after the terms are met.

Liability Issue

In mudarabah, it is important to note the sharing of loss. Of course, the rabb-ul-mal has the right to create rules and agreements on how profit should be shared with the mudarib. However, this inherent right does not cover any demand for rules and terms on how losses are to be shared between parties (ʻUs̲mānī, 2004). By convention and definition of mudarabah, there is no actual sharing of loss, but losses are the liability of the investor or the rabb-ul-mal. The mudarib or the working partner is already considered losing in the sense that his time and effort were invested into the business that failed. And provided that loses are incurred due to the negligence and mismanagement of the mudarib, loss sharing can be applied (Timm, 2007). Yet, the principle is only applied within the definition or statement of losses categorized under the mudarib’s misconduct and negligence; all others will be carried for the rabb-ul-mal’s responsibility.

According to Karim (2010), the focus of the mudarabah is to eliminate the concept of the traditional lender/borrower relationship and to put a new concept of entrepreneur/investor relationship, in the perspective of Islamic banking system. As noted earlier, mudarabah ensures that there will be no violation on riba prohibition or the interest-bearing investment which is inadmissible in Islamic finance. In mudarabah, interest is not anymore a concern, but this special kind of partnership works for the sense of profit sharing between two parties, thereby forming a relationship between them.

However, if we look closely at the liability we find some issues that must be addressed properly. Of course, the liability of the rabb-ul-mal is only up to the amount of capital or finance being invested or entrusted to the mudarib. Comparing it with the Western idea of partnership, rabb-ul-mal, in this instance, can be considered as a limited-liability partner. For losses that are incurred by the business, provided that these losses are not due to the negligence and misconduct, or fraud and dishonesty of the mudarib, that are beyond the investment of the rabb-ul-mal, creditors cannot run after the assets of the first partner – and even to the working partner’s assets.

Karim & Archer (2013) noted that mudarabah is a profit-sharing and loss-bearing investments. Of course, when the business is making profit, rabb-ul-mal is entitled to receive the share of profits, as provided by the terms and conditions made prior to the entrustment of the money or capital to the mudarib. Yet, during losses, no term and condition is applied. The simple convention is that if the business needs to wind up due to large loss over its operations and the impossibility of making profit or even in coping up with the losses, the amount of loss will be credited wholly to the investment of the rabb-ul-mal, and the remaining assets will be returned to rabb-ul-mal. This concept is consistent to the mudarabah character which states that all assets are owned by the rabb-ul-mal.

On the side of the rabb-ul-mal, we find that mudarabah concept in negative effect because losses are made, even in good faith and without fraud and misconduct, without the direct discretionary supervision of the financier. This means that the financier has no other choice, but to accept the reality that the invested capital won’t be recovered anymore. Yet, if we look at the side of the mudarib, we also find the concept of mudarabah in the same negative notion. When losses are incurred and the business winds up, all assets will be returned to the rabb-ul-mal after all creditors are satisfied, but the mudarib receives nothing even if he has helped to acquire or grow those assets.

Moreover, the mudarabah concept becomes more of gambling investment, the same was the Western speculation investment. On the side of the rabb-ul-mal, it is a form of gambling over the outcome of something that he does not have control over with. While for the mudarib, it is betting time and effort with the hope and desire that one day the efforts will pay off and even if he hasn’t invested on the venture, he gets a sizable share. Simply, mudarabah has a problem with extent of liability, the form of liability shared between parties, and the equal sharing of risks taken with the business is engaged.

Mismanagement, Corruption, Etc.

According to Dabashi (1989), the pre-Islamic Arab culture was a normal society that looked for ways to survive, and one of the indigenous Arab enterprise which enabled Arabs to exploit SyrianYemenite commercial potentials. He further noted that the survival of the Arab culture and the striking prosperity during the early Islamic period can be traced to the pre-Islamic institutions that had been adopted and improvised by Islamic leaders. Mudarabah is one of these pre-Islamic institutions adopted for Islamic values. The Prophet had been a mudarib to his wife even prior to the establishment of Islam (Karim, 2010). This simply means that mudarabah was adopted by Islam as a tool for the survival of culture and as a potential to exploit the potential of other neighbors.

Based on this history, we see a massive problem and question. As much Shari’ah forbids the exploitation of others or even the defrauding of others for the selfish benefits, mudarabah’s context can be traced to the exploitation of others for the sake of gaining for one’s self. As discussed in earlier section, there is a problem of riba in mudarabah concept. It is gaining interest and profit for money that is not actually yours, in the perspective of the mudarib, while in the perspective of the rabb-ul-mal, it is gaining profit from the effort and strength of other people.

However, Dabashi (1989) noted that mudarabah also provided a way for merchants to come into a single commercial force. This resulted to closer ties between them and for the initiation of culture of helping each other. This even progressed Mecca into one of the leading international trade markets. Mudarabah was instrumental in the creation of commercial culture that can be still be found in today’s Islamic society – brotherhood and trust on each other. Rabb-ul-mal must trust that the mudarib will protect his investment and will manage them properly as to avoid bankruptcy. Moreover, it also creates a better relationship between as they see a mutual bond between them, rather than just a commercial context that can be found common in Western business perspective.

By convention, the mudarib or the seller must declare the cost and profit of the enterprise to the buyer or the first partner (Ismal, 2013). As outlined in the characteristics of the mudarabah, honesty is a very important value of the partnership. This is done to ensure that the interest or investment of the rabb-ul-mal is protected from unscrupulous handling by the mudarib. In fact, when proven that the mudarib conducts that business in fraud and dishonesty resulting to losses, the losses due to this extent must be covered by the mudarib. However, in this simplistic contract between partners wherein the rabb-ul-mal can only designate the terms and conditions of the profit sharing and does not have discretionary rights in decision-making and operations, the mudarib has high tendency of corruption by overstating the cost of the business and thereby underdeclaring profit to be shared with the rabb-ul-mal. When this happens, the rabb-ul-mal is robbed off his opportunity to gain from the investment in the right way and the mudarib gains too much from his effort. Yet, when losses happen, the gains of the mudarib will not be affected, but the investment of the rabb-ul-mal will be lost.

According to Saleem (2012), the mudarib does not need or does not guarantee the rabb-ul-mal that the capital will be returned or will gain profit. Although, the mudarib must take all the necessary steps to avoid incurring losses for the business, he is held responsible when these things happen. Unlike in the Western business environment wherein the CEO can be fired if the expectations of stockholders are not met, in mudarabah, there is no such thing as firing of the mudarib because of slow growth or incremental losses during operations. In fact, the rabb-ul-mal does not have rights to look at the records and books of the business because that would invalidate the value of trust being superior in the mudarabah context.

As a result of the laxity of accountability, mismanagement usually occurs, either intentionally and unconsciously. And the worst thing is that it would be hard for the rabb-ul-mal that mismanagement and extreme negligence really happen as the cause of the business loss. This difficulty leads to the direct judgment that losses will be covered by the investment of the rabb-ul-mal on the business. Thus, creating a clean slate for the mudairb while causing financial strain on the part of the rabb-ul-mal.

Principal-Agent Conflict/Inequality

By form, mudarabah is a principal-agent relationship in a relaxed manner (Ahmed, 2011). The principal-agent context of the Western business environment provides that the financier or the principal knows the ins and outs of the business and can directly influence the decision of the business operations or projects. However, in the mudarabah context, this is eliminated to emphasize the importance of trust. The allowance to the mudarib in managing the business is deeply embedded on the reality that trust won’t be real if there is too much friction between two parties. It is only through the value of trust that mudarabah can be real. Although the rabb-ul-mal is not guaranteed by the mudarib that the capital will be returned and profit will be made, the rabb-ul-mal must trust that the mudarib will manage the investment properly as much as he trusts him the capital as well. There is asymmetrical trust between two parties, which built the relationship of brotherhood between them as the primary goal of the Islamic finance system, even in insurance.

In fact, the rabb-ul-mal cannot specify the amount of money he is expecting to gain from his investment. There is no such thing as capital-profit ratio of expectation, which is common in Western business environment. The rabb-ul-mal must not estimate the profit that will be earned in the process. Instead, the rabb-ul-mal must provide a big allowance of trust on the potential of the mudarib in managing the business.

But in this concept of business contract, the value of accountability and information sharing becomes a fundamental issue that sometimes strain the relationship of two parties, especially during times of crisis. Of course, in today’s Islamic finance, mudarabah becomes a two-tier system wherein the investors of the bank become the rabb-ul-mal and the bank becomes the mudarib; and in the second level, the bank becomes the rabb-ul-mal and the partner is the mudarib. In this system, we see that the bank has no right to ask for accountability and information sharing from the mudarib. Yet, if they won’t be doing this, as the mudarib of small investors, they are also put into question. Herein the value of trust is transformed in the value of accountability and knowledge.

There is a conflict of inequality that arises in the context of trust. Is it really distrust to ask someone over the affairs of concerns that he has interest on? It is beyond trust when a party asks for simple information on how things are going? Yet, we see that accountability is always the motivation of going after discretion and power on how to run a business. For instance, accountability won’t become a reason for a bank to meddle with the affairs of the business, rather the expertise of the people in the bank can be a reliable and valuable resource for suggestions in decision-making.

If we look closely, mudarabah as an issue of taking things to the extreme. Just because the rabb-ul-mal must trust that the mudarib will manage the capital properly becomes a fundamental reason why accountability and suggestions from rabb-ul-mal must be eliminated and reduced even if it could have helped the business to prosper. It must be understood that the goal of the mudarib is to ensure profit for the business so he may be able to get his share. This means that the mudarib must get the necessary help he can to ensure profit, but by eliminating the help of the rabb-ul-mal, it would be hypocritical for the mudarib to ask help from other people or consultants. In essence, the question on practicing another and keep another principle becomes an inflammatory factor to the failure of mudarabah.

Conclusion & Recommendations

Ahmed (2010) noted that in mudarabah, investment account holders (IAHs) of banks maintain quasi-liability because they absorb the losses in the two-tier system of mudarabah. In order to fight this system of liability, it is necessary for the bank as the mudarib of IAH to create a credit risk for these investments. Of course, it should be noted that risk is not part of the Islamic financial system and should be discarderd, but the capital should be mediated with banking risks. This would ensure that capital goes to the right investment without endangering the rights of IAH to gain profit.

In the same class, the question of moral hazard and full liability becomes an issue of high concern. Commercial banks that are acting as mudarib of IHA shares with the profit if the investment makes money, but they don’t share with losses when their partners or mudaribs (in banks perspective) failed to manage the capital well. Instead the entire liability is transferred to the rabb-ul-mal or the IAH. To reduce the commercial risk and attract more investors, Ahmed (2010) provided the necessity of creating moral hazard. This means that banks increase the profit share of IAH who agrees to place their capital on areas that involve high risks. By providing commercial risks, the quasi-liability of IAH is equaled with the share of profit in positive light. The knowledge of commercial banks on high risks areas of investment becomes a fundamental strategy to ensure risks being treated as they are, rather than just assuming and depending on trusts.

Mudarabah is a very essential Islamic finance approach. It provides the best possible ways to ensure that commercial and financial activities are supported in a better way. However, when too much is involved due to the complexity of today’s business environment, it is always important to keep things balance. The balancing act would ensure that investments of IAH or rabb-ul-mal is protected from mismanagement and direct corruption. And the other way around, it ensures that the interest of the mudarib is also protected to ensure that they make profits and gain from their effort.

I believe that mudarabah is a very effective method of building business relationship without the expense of brotherhood. If practiced the right way, mudarabah provides the best means to conduct financial values and ensure that commercial progress happens. And of course, mudarabah can be mixed with other Islamic financing values to create more potent business tools.

References:

Ahmed, A. (2010). Islamic Banking: How to Manage Risk and Improve Profitability. John Wiley &

Sons,

Ahmed, H. (2011). Product Development in Islamic Banks. Edinburgh University Press.

Dabashi, H. (1989). Authority in Islam. Transaction Publishers.

Islamic Banker. (2011). Mudarabah – Introduction. Retrieved from

http://www.islamicbanker.com/mudarabah–introduction

Ismal, R. (2013). Islamic Banking in Indonesia: New Perspectives on Monetary and Financial Issues.

John Wiley & Sons.

Karim, R. & Archer, S. Islamic Finance: The New Regulatory Challenge. John Wiley & Sons.

Karim, S. (2010). The Islamic Moral Economy: A Study of Islamic Money and Financial Instruments.

Universal-Publishers.

Omar, A., et.al. (2013). Fundamentals of Islamic Money and Capital Markets. John Wiley & Sons.

Saleem, M. (2012). Islamic Commercial Law. John Wiley & Sons.

Timm, H. (2007). The Cultural and Demographic Aspects of the Islamic Financial System and the

Potential for Islamic Financial Products in the German Market. GRIN Verlag.

Usmani, M. (2004). An Introduction to Islamic Finance. Arham Shamsi.

The Concept of Corporate Social Responsibility

Introduction

Corporate social responsibility (CSR) is a concept that has become part of the business culture and reporting. Almost all established corporation maintains a CSR policy as part being socially responsible. According to Crowther & Aras (2008), CSR is defined, in broad terms, as the "relationship between global corporations, governments of countries and individual citizens." Narrowly, it is the relationship and interaction between the business and the local society or environment wherein the business resides or operations. In another broader definition, CSR is the relationship of the business and its stakeholders, including internal and external members. This definition stretches the CSR not just to the society, but to all components that are affected or can be affected by the operations and day-to-day activities of the business.

On the other hand, the World Business Council for Sustainable Development defines CSR as the "continuing commitment by business to contribute to economic development while improving quality of life of the workforce and their families as well as of the community and society at large." This sums up the goal of the business which is to generate wealth, create profit, and ensure growth. But the goal of the business must not be singled on that alone, it is necessary for the business to include the welfare of the people within the organization, and the community or society. It must be noted that the definition uses the word “continuing” because CSR does not stop on a single program alone, but this is an on-going process to improve life and ensure sustainability.

Looking closely, CSR must be deeply anchored and rooted on three pillars or dimensions, according to the World Business Council for Sustainable Development, which are: economic growth, ecological balance, and social progress. These three must come together to achieve the goals of the business and its stakeholders. By working together side by side, it would be easier for the business to reach its potential of growth without damaging the environment and while ensuring that society benefits from the growth of the business.

Facts on CSR

According to Vogl (2003), corporate citizenship is characterized by the adoption of a triple bottom line that considers all aspects of the society, especially environmental, economic, and social sectors. This means that the business is not just there to create profits, but it also has some other roles that should be properly met and accomplished. Rather than following merits, rules, and regulations, CSR works on more than what is required of the organization for the common good of the people, and not just the benefit of the organization.

Vogl (2003) further explains that most of the times those companies that adopted a CSR policy are also the ones being questioned and even vilified by the public sector. There is always a room of doubt on the intents and motivations behind the mindset of the company's CSR. Vogl (2003) cites the case of Philip Morris Cos that advertises against teenage smoking. For critics, it was hypocritical for Philip Morris to be against teenage smoking when it is producing and selling cigarettes; for critics, Philip Morris works on an opposite reaction from teenagers to increase sales of the company. Even McDonald is not immune to the criticism of their CSR's on environment sustainability. The rationale of critics is that how can McDonald promote life when it encourages obesity and death from the sickness thereby.

The value of CSR comes to the point wherein employees don't believe their senior leaders are met of integrity who can manage the organization. The distrust between employees on the actions of the organization's management can be traced to the way organization's use their employees' satisfaction as a way to cover-up the mistakes and other wrongful acts committed by the organization just for the sake of profit. CSR should be about making honest profit and the protection of employees as the main stakeholder of the company.

However, Vogl (2003) also noted that CSR is always a business tool for the corporation to benefit from. This means that corporations don't need to be wary in creating CSR policies such as training for employees in form of continuing education because these CSR policies will also yield fruits and results in the future. For those who are skeptical in adopting CSR policies, the lack of cost-benefit analysis of most corporations with regards to day-to-day operation becomes a burden and obstacle that stops the organization from moving forward with an effective CSR policy that benefits stakeholders and the company.

Yet it must be noted that investors are already of understanding that CSR is the only direction organizations can take. Investors don't have to object on the demand of the CSR creation and the necessity of spending for CSR policies. With the increase of CSR funding from investors, it is easy to say that business interest holders are already mature to understand the impact of CSR, both internally and externally. That it is necessary for the organization to adopt a CSR policy that will benefit the triple bottom line of the society.

Ethical Issues

As much as corporate social responsibility and corporate citizenship involves people, there are still ethical issues that may creep in during the implementation and adoption of the CSR. There is always a need for organizations to address these important issues. According to Cavalieri (2007), transparency provides a way for both the organization and other stakeholders to check for abuse of any. Through transparency the public's outrage on the way corporate bodies are covering up their mistakes with CSR policies to poster a good public image would be toned down and reviewed accordingly (Vogl, 2003). The lack of transparency of the way CSR is adopted and implemented becomes a focal point for the failure of the corporate world to explain their side to the public. For instance, with the situation of Philip Morris Cos, the lack of transparent on how the organization conceived the CSR and implements, the cost and benefit of the organization, and its motives and intents is a fundamental root why the public is convinced that CSR of Philip Morris has a negative impact on teenagers and positive impact for the organization as it increases sales.

Transparency helps dispel the question of the bribery, corruption, and massive espionage within corporations. It would stop people from thinking on how the organization gets fund for its CSR and how it affects the taxation of the company and its financial status in the market. With the aid of transparency a dialogue can be made between the organization and its stakeholders.

Another ethical issue is the way CSR affects the organization. Robins (2011) noted that CSR may not have a great positive impact on the profitability of the corporation, and only in seldom cases that CSR has negative effect. This means that it is necessary to see how the organization deals with its employees, quality, and other consideration of the day-to-day operation of the business. It is important for the organization to look at its purpose of implementing the CSR. Rather than looking forward in making profit, CSR should look at the common good and profit is just second in priority.

Conclusion

In making a decision on whether the organization should adopt a CSR, it is always important to look at the way people view CSR. There are areas that provide shadow to the CSR. By crafting CSR policies that are within the guideline of transparency and intents and motives, organization would be able to create and implement a CSR that encompasses social, economic, and environmental aspects. This means that the CSR becomes a CSR that really has an impact on its stakeholders, rather than just being a statement of the organization to poster a good public image. With the aid of the right CSR perspective, ethical issues will be eliminated during decision making.

References:

Cavalieri, E. (2007). "Ethics and Corporate Social Responsibility." Emerging Issues in Management. Symphonya.

Crowther, D. & Aras, G. (2008). Corporate Social Responsibility. Bookboon.

Vogl, A.J. (2003). "Does it Pay to be Good?" Across the Board Vol. 40 Issue 1. Trade Publication.

World Business Council for Sustainable Development. (2013). Corporate Social Responsibility. Retrieved from http://www.wbcsd.org/work-program/business-role/previous-work/corporate- social-responsibility.aspx