What is the full form of IOM in BPO?

Question

pls revert

Answer 1

http://en.wikipedia.org/wiki/Business_pr...

Answer 2

i dont know

Answer 3

iom stands for inter office memo

bpo for business process outsources

Answer 4

- PBO:

Projected Benefit Obligation (PBO)

What is it? The actuarial present value of the pension benefits earned to date. In contrast to the ABO, measurement of the projected benefit obligation incorporates assumptions for future compensation rates for pay-related benefit plans. The PBO must be disclosed in a footnote to the financial statements.

Business process outsourcing (BPO) contains the transmission of processes along with the associated operational activities and responsibilities, to a third party with at least a guaranteed equal service level and where the client contains a firm grip over the (activities of the) vendor for mutual long term success. BPO is positively related to the search for more efficient organizational designs: cost reduction, productivity growth and innovative capabilities. Hence, a source for strategic advantage.

Traditionally, BPO is undertaken by manufacturing firms. For instance Coca Cola, where almost the entire supply chain is outsourced and the company is essentially becoming a marketing organization. However, BPO is nowadays rapidly conquering the service oriented firms as well. A well-known example is provided by the Bank of America, who outsourced their entire HR function to Exult, one of the leading Human Resources BPO vendors.

BPO is often divided into two categories: back office outsourcing, which includes internal business functions such as billing or purchasing, and front office outsourcing, which includes customer-related services such as marketing or tech support. The endless opportunities IT provides, stimulates (cross-border) BPO activities. BPO that is contracted outside a company's own country is sometimes called offshore outsourcing. BPO that is contracted to a company's neighboring country is sometimes called nearshore outsourcing.

Use of a BPO as opposed to an application service provider (ASP) usually also means that a certain amount of risk is transferred to the company that is running the process elements on behalf of the outsourcer. BPO includes the software, the process management, and the people to operate the service, while a typical ASP model includes only the provision of access to functionalities and features provided or 'served up' through the use of software, usually via web browser to the customer. BPO is a part of the outsourcing industry. It is dependent on information technology, hence it is also referred to as information technology enabled services or ITES. Knowledge process outsourcing and legal process outsourcing are some of the subsets of business process outsourcing.

BPO increasing the flexibility of organizations

One of the most important advantages of BPO is the way in which it helps to increase a company’s flexibility. However, several sources have different ways in which they perceive organizational flexibility. Therefore business process outsourcing enhances the flexibility of an organization in different ways.

• Most services provided by BPO vendors are offered on a fee-for-service basis. This helps a company becoming more flexible by transforming fixed into variable costs. A variable cost structure helps a company responding to changes in required capacity and does not requisite a company in investing in assets and hereby making the company more flexible. Outsourcing may provide a firm with increased flexibility in its resource management and reduce response times to major environmental changes.

• Another way in which BPO contributes to a company’s flexibility is that a company is able to focus on its core competencies, without being burdened by the demands of bureaucratic dictate [8]. Key employees are herewith released from performing non-core or administrative processes and can invest more time and energy in building the firm’s core businesses [9]. The key in this lies in knowing, which of the main value drivers to focus on – customer intimacy, product leadership, or operational excellence. Focusing on one of these drivers may help a company create a competitive edge.

• A third way in which BPO increases organizational flexibility is by increasing the speed of business processes. Using techniques such as linear programming is a way to reduce cycle time and inventory levels, which reduces a company’s slack. Supply chain management with the effective use of supply chain partners and business process outsourcing increases the speed of several business processes, such as the throughput in the case of a manufacturing company.

• Finally, flexibility is seen as a stage in the organizational life cycle. BPO helped to transform Nortel from a bureaucratic organization into a very agile organization. A company can hereby help maintaining ambitious growth goals, which do not fit with regular incumbent strategies. BPO therefore allows firms to retain their entrepreneurial speed and agility, which they would otherwise sacrifice in order to become efficient as they greatly expanded. It avoids a premature internal transition from its informal entrepreneurial phase to a more bureaucratic mode of operation.

- IOM and Follow-up to the High-Level Dialogue on International Migration and Development

Migration is one of the defining phenomena of our time, and in 2006 it has attracted increased political attention world-wide thanks to a large extent to the catalytic effect played by the preparation for and the holding of the High-Level Dialogue on International Migration and Development (HLD) that the General Assembly conducted in September 2006.

Growing awareness of the importance to properly prepare for this event has generated a host of activities, at the national, regional and global levels. IOM has been deeply engaged in supporting such activities.  A link to an agenda of the regional and global events which led up to the HLD can be found at the end of this page.

The HLD has taken place with an unexpectedly high-level participation and IOM is pleased with the outcome of the HLD, much of which parallels the key messages which were  strongly advocated throughout the lead-up period.  IOM now looks forward to contributing to making the follow-up a success.

The HLD produced a number of proposals for future action; some in which IOM has considerable experience and can therefore play a key role (see box) in their further implementation at the request of member States and international organizations.

The HLD will also feed into the debate at IOM’s Council in November 2006, which will in turn contribute to a better definition of IOM’s strategy, including its relationship with the UN. In this regard, IOM is already engaged in a constructive dialogue on ways and means to further improve and enhance cooperation between the UN and IOM according to the respective memberships’ guidance.

Permanent Missions in New York can also contact the IOM Office of the Permanent Observer at [phone] for further information on IOM and follow-up to the HLD.

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