Applied

Professional
Practice
e-Journal
Matric no: 123ABC

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SECTION 1 PROFESSIONAL IDENTITY

Name: StudentX
Matriculation No. 123ABC
Online at https://www.linkedin.com/in/StudentX/

StudentX is a resourceful, and experienced

passionate about working in International Business,
Logistics and Supply Chain fields. She completed
her Bachelor of International Business degree with
a Logistics and Supply Chain Management major
in 2018 and graduated from an Australian high-
quality university: Griffith University which has a
good reputation in Business studies.
She is a very good analyst in different business
transactions and objectives that carried out
internationally with excellent practical and

theoretical knowledge of the Logistics and Supply China Management. She been
recognized with high capability in communicating and acquiring new operational
procedures and technologies.
Currently she is taking a position as a contractor of Gulf Agency Company and Logistical
In-House Expediter in Vale; one of the Brazilian largest metals and mining company
operating in Sohar Port in Oman. StudentX been known as a problem-solver in
company’s Logistics department with managing and planning various complex
operations and projects.

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SECTION 2 FIELDNOTES
Fieldnote 1: 24th April 2022
This workshop covered managing my professional and online identity by analyzing several
concepts such as my core values and mapping the online professional and personal
presence. A professional identity is the image a person has that established from the way
he/she performs a job. Building a professional identity involves how we and others
perceive us based on personality, education, and professional training but it started from
knowing our core values.
• Exercise No. 1: Core Values (Appendix1):
Profiling the professional identity start with knowing your core values which
defined as a set of fundamental ideals, beliefs and practices that guide and affect
directly on how you conduct in your personal and professional life (Gardner,
2009). My overseas studying experience significantly helped to acquire some new
values thus increased my ability to make critical decisions, build more relationships
and solve complex problems in current profession.
• Exercise No. 2: Professional Mapping (Appendix2):
Recently, social media platforms are using for professional purposes beside the
personal because employers are not considering only employees’ qualifications and
relevant professional work experiences but also their hobbies and passions outside
the work. Thus, managing online personal and professional identity through
creating an online portfolio is an essential practice (Jones & Swain, 2012).
Currently, I am frequently using LinkedIn for professional networking and career
development. It considered one of the most influential social media networks that
keep all business associates, coworkers, clients, and university colleagues in touch
professionally. Also, it offers some free online conferences, articles, and training
courses to build professional and interpersonal skills. During the session of
networking (Appedix3), I learned some tips of boosting my LinkedIn profile, build
effective awareness and enhance professional identity in the platform, for example:
keep engaged by posting and contacting consistently with your contacts, boost your
organization’s profile and observe professional etiquette etc. On the other hands, I
use Facebook, Twitter, WhatsApp, and Instagram to develop my personal
networking with coworkers, clients, and community by exchanging information,
thoughts and ideas on daily experiences, challenges, and goals.

Field Note 2: 25th April 2022

The workshop started with a recording by GSBS Careers Adviser on professional job
search strategies. I understood that the competitiveness of labour market increased because
of wider opportunities. Consequently, excellent self-marketing for employability in various
ways became curial in the journey of professional job search. For instance, building your
network by networking periodically in LinkedIn and in real-world professional
relationships will improve your unique identity. Also, I learned how a well-written and
well-communicated CV can deliver realizable benefits in my job success, personal
development, and a renewed sense of confidence (Harper, 2013). In world of the scarcity

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 of available jobs we should evaluate our competitiveness in the recruitment process and
distinguish ourselves from primary stages. Additionally, it is important being flexible
especially in my case when I graduated in 2018 without any job experience but I built my
career path by benefiting from various training opportunities. For example, I accomplished
two training programs in different organizations to be more knowledgeable practically:
• Learning and Development Centre in Bank Muscat (Appendix4).
• Import Freight Services Department in Gulf Agency Company (Appendix5).
After bachelor graduation, I completed BusinessPLUS program which designed by Griffith
Business School and provided a structured plan of activities included global experiences,
leadership programs, and networking and competition activities that contributed to my
personal and professional growth. The goals of BusinessPLUS program demonstrated in
Appendix6.

Field Note 4: 27th April 2022

Vale Oman introduces a Japanese business philosophy called “Kaizen” into company’s
processes and involves all employees. “Kaizen” is an approach to continuous improvement
and is widely adopted to improve productivity and quality by implementing certain
activities (Hosono, 2020). All members of Vale’s Supply Chain attending a biweekly
visual meeting to present any Kaizen activity or discuss regard an issue requires for
continuously improve. Appendix7 presents the Seven Wastes in human activities which
absorb resources but can be eliminated within “Kaizen” philosophy. I presented my
“Kaizen” activity in logistics area by reducing wastes in waiting, transportation, and over-
processing to create social value in productivity, quality, and cost (Appendix8). The
optimized process is freight consolidating of different Purchase Orders for single supplier.
It can potentially:
• Minimize freight cost
• Enhance customer satisfaction
• Improve flexibility and time management
• Provide ability to manage the entire shipping process.
• Improve professional relationships between shippers and carriers because of long-
term shipping partnerships.

Fieldnote 1: 31st March 2022

Vale Oman’s top Management organized a visual meeting to present the organizational
Master Action Plan through 5-year objectives and strategies (Appendix9). All Supply
Chain departments attended the meeting and we together discussed regard several issues
and suggested some actions to be taken to achieve the objectives. After meeting, I started
setting certain goals and encouraged my colleagues in Logistics department to accomplish
them in term of meeting organization’s objectives especially in Inbound Logistics,
Procurement, Culture and Leadership areas. Additionally, making ethical decisions during
our daily activities must be aligned with Vale’s journey in building the future and unlock a
unique values creation opportunity in the mining industry. Appendix10 demonstrates some

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 of ethical practices that should be considered in the workplace such as Embedding Safety
and Sustainability at the core of our reputation, solve business problems by better
productivity and innovation and unfold cultural transformation etc. Attending meetings
periodically is important to create systematic and transparent work environment for
enhancing efficiency, strengthening teamwork, allowing prioritization of objectives, and
improving time management (Sloan, 2018). Wherefore, I always confirm to attend
company’s periodic meetings to keep myself on track. Along to that, sometimes I network
at conferences to develop my professional relationships and exploit opportunity to
introduce myself. Last year I attended a conference for entrepreneurs organized by
SparkLabs which is an independent company that creates powerful software solutions for
gas and oil companies in Oman (Appendix11).

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SECTION 3 REFLECTION
Dimension1 Workplace concepts: Work Style and Innovative Behaviour
Work style definition considering as constellated factors of emotional, motivational,
attitudinal, and psycho-social nature which determines the employee’s “unique way of
dealing with his work and his/her manner of using personal resources in order to meet
professional objectives” (Niculiţă, 2015). My work style includes flexibility, high
involvement in teamwork, creativity, decision making, management abilities and problem
solving. Recently, logistics field adopting in the Fourth Industrial Revolution thus I started
to identify opportunities to change and improve skills with maximizing my technological
and digital knowledge capabilities. According to Mutonyi et al. 2020 individual innovative
behaviour is explained as “adoption, implementation or use of new ideas by employees to
solve problems at work” and innovation generally contributes to improve organizational
motivation, effectiveness, performance, and other outcomes. Innovative conception
practically included in the company’s regulations, policies, and procedures which influence
significantly on employees’ behaviour and work style. Theoretically, work styles positively
related to work engagement as highly engaged employee exhibiting with high levels of
pace, lengthy endurance, and constancy of rhythm (Bayl-Smith & Griffin, 2015).
Therefore, I directly engaging in high-tech software such as SAP by accomplishing some
related courses. Additionally, I encourage myself to dedicate my wisdom, emotions, and
strength within my roles because employee’s work engagement impacts positively on their
work performance and innovation

Dimension2 Workplace concepts: Ethics and decision making

Alyammahi et al. 2020 stated that “ethics are the key foundations of success” within a
workplace because ethical decisions have more significant impact on the wellbeing and
help in creating a long-lasting positive effect in general operations of the business.
Consequently, ethics are playing an essential role in business and management on the part
of guiding the decision-making process. When I started my position, I completed a course
called Code of Ethics which recognized as a guide for action that covers how employees in
the company conduct honestly, fairly, and ethically while making decisions and dealing
with each other, suppliers, customers, and authorities. Logistics sector involves many
complex processes that require high-level of integrations thus I always frame my behaviour
and decision-making with certain principles:
• Honesty: Being honest in a service sector will encourage in developing a
company’s reputation and establishing a positive name with transparency and
coherency (Busser & Shulga, 2019). Thus, I always adhere to present trustworthy
information without deceit, operate within the law of each country particularly the
Customs Laws and, ensure all important information and data are reordered
accurately and consistently.
• Integrity: Honest and ethical actions can be guaranteed through integrity. In my
daily tasks, I am trying to be always responsible even if these tasks were not
benefit the company’s profit margins because “Act with Integrity” is an element of
the company’s values (Appedix12). Also, fairness is identified as a part of

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 integrity and is fundamentally a moral ethical duty. Practically, working with many
national and international suppliers in the process of products movement, I ensure
to do not have unfair advantage over our suppliers and customers. I periodically
review Anticorruption, Antitrust and Bribery laws into both companies’ Code of
Conduct.
• Accountability and Openness: There are many daily transactions that I am
dealing with and keeping accurate records of all transactions and money exchanges
is an essential in term of being transparence and ensuring that information is
relayed clearly when it matters.

Dimension3 Workplace concepts: Culture and Cultural Diversity

Due to the increasing trend of globalization and cultural diversity of Multinational
Corporations, top management committed to design policies and implement diversity
management initiatives to build a culture that develops and values workers from diverse
backgrounds (Ng & Sears, 2020; Guillaume et al. 2014). Hofstede theory of cultural
dimensions has been extensively applied in various research fields and known of its
reliability and validity in the organizational context compared to other influential culture
theories (Zheng et al, 2020). The company which I am currently working in is a Brazilian
Multinational Corporation operating in Oman and employees from different nationalities
are interacting together in daily tasks. Consequently, Vale considered “Respect our planet
and communities” as one of the organization’s core values to encourage employees in
respecting others’ diversity included society, clients, governments and most importantly
the people who make up Vale (Appedix12). Working in diverse culture with foreign
employees from various countries potentially increases cross-cultural tensions and cultural
sensitivity. But, while evaluating myself in certain business scenarios including
communication with foreign vendors, negotiation, or interactions with my colleagues from
different nationalities, I released that I have a low cultural sensitivity because I lived in
Australia which considered as a multicultural society and completed a degree that covered
many cultural phenomena in international business world. On the other hand, it is critical to
increase self-awareness and manage more strategies to improve my cultural sensitivity in
the workplace. Appendix13 illustrated comparison of three countries’ Hofstede
dimensions: Oman, Brazil and India which are the most popular nationalities in my
workplace. After searching in Hofstede’s model of national culture, I understood some
cultural differences in Brazilian and Indian compared to Omani society. For example, in
business dealings:
• Brazilians are very demonstrative and passionate; thus, their emotions and
expressions are easily shown in their body language.
• Brazilian business meetings are respectful but informal and they prefer to act
unprofessionally. So, always start the meetings with casual conversation via
small talk.
• Indian society is relatively conservative, and it is extremely important to respect
societal traditions and norms. In terms of respecting Indian workers religion who

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 limiting themselves by not eating dairy, my company’s restaurant serving
vegetarian food.

Dimension4 Workplace concepts: Entrepreneurial mind-sets

Entrepreneurial mind-set (EM) determined as a foundation for wealth creation and
competitive advantage that positively affect venture performance. Daspit et al, 2021
defined EM “as a cognitive perspective that enables an individual to create value by
recognizing and acting on opportunities, making decisions with limited information, and
remaining adaptable and resilient in conditions that are often uncertain and complex”.
Timmons (1994) profiled entrepreneurial characteristics in six strengths and abilities that
shown in Appendix14. My entrepreneurial mind-set mostly includes:
• Commitment and determination: A continuous improvement in logistics and
Supply Chain productivity significantly depends on employees’ commitment on
the time and tasks accomplishment especially in critical areas such as on-time
delivery, inventory accuracy and customer satisfaction.
• Motivation to Excel: I often set myself concrete goals for continues progress and
involve my department’s colleagues to be accountable to our daily and monthly
goals. Some tools are utilized to monitor and measure our progress especially
during projects.
• Creativity, self-reliance, and adaptability: new ventures require highly
adaptive forms that respond effectively and quickly. As successful EM, I always
try to be flexible under different circumstances and accept failure.
• Tolerance of risk, ambiguity, and uncertainty: EM allowed me to make
essential changes regarding department’s performance. Since I joined the
company, everyone noticed the improvement because crucially I focused on
problem-solving management and ambiguity tolerance by monitoring our
reactions to other people and cultures.

Dimension5 Workplace concepts: Collaborative Leadership

Collaborative leadership become popular among managers with replacing the old standard
top-down leadership style which briefly explained as a management practice when
members of a leadership team across organization collaborate to make decisions (Ashley,
2019). A collaborative leader distinguished with skills in four main areas “playing the role
of connector, attracting diverse talent, modeling collaboration at the top, and showing a
strong hand to keep teams from getting mired in debate” (Ibarra & Hansen, 2011) and a
research based on the “Best-Performing CEOs in the world” discovered that top-
performing CEOs are characterized with these principles. Building an influential
collaborative culture will strengthen the organizational performance by improving
employee retention, increasing workforce’s satisfaction levels, and enhancing innovation
capacity because such culture gives everyone a voice to engage in the decision-making
process (Simper et al., 2018; Martin, 2021). I totally agree that collaborative leadership
sustains companies’ competitive edge and drives continuous growth because according to
my experience and the knowledge that I received during this module a positive corporate

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 culture significantly helps in achieving higher organizational effectiveness by boosting
commitment and engagement. For instance, it increases productivity, creativity, employee
engagement and customer satisfaction especially in service fields.

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SECTION 4 CAREER and PROFESSIONAL DEVELOPMENT Plan
Identification of purpose, core values and authentic leadership significantly impact on
effectiveness and efficiency of the organization because these factors influence the vision
of an organization through its goals, strategies, cultural practices, tactics and building
layouts (Anwar and Hasnu, 2013). During professional identity sessions, I took the
opportunity to evaluate myself by knowing my core values and leadership style through
various activities and self-observation. I considered myself as a participative leadership
which involves actively encouraging team members to express their own perspectives and
ideas in decision-making processes. Theoretically. participative leadership positively
shapes the relationship between employee innovation and organizational effective
commitment which determined as a motivational force to sustain the organization and its
goals (Odoardi et al, 2019). My awareness of core values with recognizing my suitable
leadership style helped me to increase trustworthy behaviour at work which will enhance to
obtain the necessary resources for creative ideas and strong identification with
organizational goals and values. For example, I believe that define integrity to be one of
the core values for our practices will guide us to ethical, honest, and moral behaviour.

Beside leadership style, work culture influences employee performance through work
motivation, defines appropriate behaviour for various situations and impacts on the way of
individuals’ interactions with one another, with stakeholders and with clients (Adriansyah
et al, 2020). In my workplace, collaborative culture is prevalent compared to other styles
because it gives opportunities for all members to consistently cooperate toward achieving
common goals and creates a work atmosphere that everyone is engaged to communicate
openly and honestly. Since covid-19 pandemic, all my department’s members start
working remotely which negatively impacted our interaction and communication. Thus, I
suggested some collaborative solutions to be practically applied in the day-to-day
operations of the organization:
• Create an environment of trust and transparency by scheduling a weekly visual
meeting to encourage everyone to share their opinions and feedbacks with
discussing any issues to be solved. Also, keep all transactions and information
recorded periodically with monitoring our performance through Key Performance
Indicators.
• Solidify bonds within teams and cultivate friendships by consistently
communicating and visiting the office on weekly basis. A team with progressively
and adaptively communication will establish a better understanding among its
members which ultimately enhance the team performance (Assbeihat, 2016).

It is essential to have an entrepreneurial mide-set in business world specifically in logistics

and Supply chain industry because it fundamentally impacts on individual’s self-efficacy,
proactivity, autonomy, competitiveness, risk-taking and creativity (Korte, 2018). So, me as
an employee in Supply Chain field, it is crucially important to focus on my behaviours,
traits, and attitudes to develop my entrepreneurial mind-set. Neck et al., 2019 considered

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 entrepreneurship as a habit that is carried out often and regularly. Additionally, three
different habits that need to be cultivated for an entrepreneurial mide-set:
1. Self-leadership: Habits that encourage people to control and influence their own
behaviour, thinking and actions to achieve the self-motivation and self-direction.
2. Creativity: Habits that increase your capacity to produce new ideas, insights and
products which are useful and unique.
3. Improvisation: Cognitive ability to rapidly act and sense or to create something
without preparation.
Practically, I must involve these habits in my daily activities in order to develop an optimal
entrepreneurial mide-set that build my confidence to pursue, create, share ideas, and
identify exciting opportunities. Additionally, Social Identity, Self-Categorization and Self-
Efficiency are psychological and sociological theories which relating to entrepreneurial
cultural norms in organizations including corporations and universities. These theories
recognized as foundations for improving and understating an entrepreneurial mind-set:
• Social Identity Theory: Is described as “a psychological construct describing
individuals’ perceptions and values of belonging to a particular social group”
(Korte, 2018). In an entrepreneurial mide-set perspective, individuals who have
peer group with entrepreneurial norms are more likely to acquire entrepreneurial
intentions (Obschonka et al. 2012). Accordingly, I will engage myself to a group
who are strongly identified, inspired, and socially motived by entrepreneurial
norms.
• Self-Categorization Theory: Conceptually, it has same ideology of Social Identity
Theory. It assumes that people in groups tend to behave in socially structed over
individual differences (Turner & Reynolds, 2011).
• Self-Efficiency Theory: It helps individuals to perform better in uncertain
environment with their perceived entrepreneurial abilities (Brändle et al, 2018). I
believe self-efficiency increase my abilities to accomplish tasks by boosting my
entrepreneur’s confidence for sustained success in the workplace.

To increase my employability, I always motivate myself to keen to learn new skills and
complete some courses as the competition is increasing in Logistics and Supply Chain
because people getting more education and qualification. This was one reason to start my
master’s degree. Also, post graduating from foreign country can loss my opportunity to
know more about Omani industry in Logistics thus entering to Omani market by education,
experience and network can help me to increase my awareness. Additionally, Innovation,
social value creation, Corporate Social Responsibility (CSR) and “Kaizen” are creative
ways of involving employees into their jobs and workplace toward eliminating procedures
and reducing wastes that do not add value and create new value. Participating in such
activities can increase my value in my company. The same what I did my getting
Certificate in compliance and ethics (Appendix15)

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SECTION 5 REFERENCES
Adriansyah, M.A., Setiawan, M. and Yuniarinto, A., 2020. The influence of
transactional leadership style and work culture on work performance mediated by work
motivation. Jurnal Aplikasi Manajemen, 18(3), pp.563-571.

Alyammahi, A., Alshurideh, M., Kurdi, B.A. and Salloum, S.A., 2020, October.
The impacts of communication ethics on workplace decision making and productivity.
In International conference on advanced intelligent systems and informatics (pp. 488-500).
Springer, Cham.

Anwar, J. and Hasnu, S.A.F., 2013. Ideology, purpose, core values and leadership:
How they influence the vision of an organization. International Journal of Learning and
development, 3(3), pp.168-184.

Assbeihat, J.M., 2016. The Impact of Collaboration among Members on Team’s

Performance. Management and Administrative Sciences Review, 5(5), pp. 248-259.

Bayl-Smith, P.H. and Griffin, B., 2015. Measuring work styles: Towards an
understanding of the dynamic components of the theory of work adjustment. Journal of
Vocational Behavior, 90, pp.132-144.

Brändle, L., Berger, E.S., Golla, S. and Kuckertz, A., 2018. I am what I am-How
nascent entrepreneurs’ social identity affects their entrepreneurial self-efficacy. Journal of
Business Venturing Insights, 9, pp.17-23.

Busser, J.A. and Shulga, L.V., 2019. Involvement in consumer-generated

advertising: Effects of organizational transparency and brand authenticity on loyalty and
trust. International Journal of Contemporary Hospitality Management.

Daspit, J.J., Fox, C.J. and Findley, S.K., 2021. Entrepreneurial mindset: an
integrated definition, a review of current insights, and directions for future
research. Journal of Small Business Management, pp.1-33.

DiFranza, A., 2019. Collaborative Leadership: What It Is & Why It’s Important.
EXPLORE NORTHEASTERN. Reverted from
https://www.northeastern.edu/graduate/blog/collaborative-leadership/

Gardner, F., 2009. Affirming values: Using critical reflection to explore meaning
and professional practice. Reflective Practice, 10(2), pp.179-190.

Guillaume, Y. R., Dawson, J. F., Priola, V., Sacramento, C. A., Woods, S. A.,
Higson, H. E., & West, M. A. (2014). Managing diversity in organizations: An integrative
model and agenda for future research. European Journal of Work and Organizational
Psychology, 23(5), 783–802.

Harper, R., 2013. The ‘killer’CV: Is it useful for the information

professional?. Business information review, 30(3), pp.152-157

Hofstede Insights, 2022. Reverted from https://www.hofstede-

insights.com/fi/product/compare-countries/

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 Hosono, A., Page, J. and Shimada, G., 2020. Workers, managers, productivity:
Kaizen in developing countries (p. 327). Springer Nature.

Ibarra, H. and Hansen, M.T., 2011. Are you a collaborative leader. Harvard
business review, 89(7/8), pp.68-74.

Jones, T.D. and Swain, D.E., 2012. Managing your online professional
identity. Bulletin of the American Society for Information Science and Technology, 38(2),
pp.29-31.

Korte, R., 2018. Identifying as an Entrepreneur: A Social Identity Perspective of the

Entrepreneurial Mindset. Advances in Engineering Education, 7(1), p.n1.

Korte, R., 2018. Identifying as an Entrepreneur: A Social Identity Perspective of the

Entrepreneurial Mindset. Advances in Engineering Education, 7(1), p.n1.

Martin, T., 2021. The effects of collaborative leadership practices on employee

satisfaction levels. Pepperdine University.

MindTools, 2022. How to Use LinkedIn Effectively. Reverted from

https://www.mindtools.com/pages/article/linkedin.htm

Mutonyi, B.R., Slåtten, T. and Lien, G., 2020. Empowering leadership, work group
cohesiveness, individual learning orientation and individual innovative behaviour in the
public sector: empirical evidence from Norway. International Journal of Public
Leadership.

Neck, H.M., Neck, C.P. and Murray, E.L., 2019. Entrepreneurship: the practice
and mindset. Sage Publications.

Ng, E.S. and Sears, G.J., 2020. Walking the talk on diversity: CEO beliefs, moral
values, and the implementation of workplace diversity practices. Journal of Business
Ethics, 164(3), pp.437-450.

Niculiţă, Z., 2015. The relationship between work style and organizational climate
for Romanian employees. Procedia Economics and Finance, 32, pp.1042-1049.

Obschonka, M., Goethner, M., Silbereisen, R. K., and Cantner, U. (2012). Social
identity and the transition to entrepreneurship: The role of group identification with
workplace peers. Journal of Vocational Behavior,80(1), 137-147.

Odoardi, C., Battistelli, A., Montani, F. and Peiró, J.M., 2019. Affective
commitment, participative leadership, and employee innovation: a multilevel
investigation. Journal of Work and Organizational Psychology, 35(2), pp.103-113.

Putri, T.G., Tabin, F.A., Ramadhan, I.G., Pratama, H.N., Fajriah, P.N. and
Samoedra, A.D., 2021. “Kaoori” Fragrance Business Plan Using the Timmons
Model. Review of International Geographical Education Online, 11(8), pp.2572-2579.

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 Simper, N., Gauthier, L., & Scott, J. 2018. Student learning in the workplace. The
Journal of Workplace Learning, 30(8), 658-671.

Sloan, K., 2018. 4 Benefits of Using a Scheduling System in Your Business.

Calendar. Reverted from https://www.calendar.com/blog/scheduling-system-business/

Turner, J.C. and Reynolds, K.J., 2011. Self-categorization theory. Handbook of

theories in social psychology, 2(1), pp.399-417.

Vale Website, 2017. Reverted from

http://www.vale.com/oman/EN/aboutvale/mission/Pages/default.aspx

Zheng, T.M., Zhu, D., Kim, P.B. and Williamson, D., 2020. An Examination of the
Interaction Effects of Hospitality Employees’ Motivational and Cultural Factors in the
Workplace. International Journal of Hospitality & Tourism Administration, pp.1-29.

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SECTION 6 CURRICULUM VITAE

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SECTION 7 APPENDICES

Appendix1: My Core values for professional Identity.

Appendix2: My professional and personal online Mapping

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 Appendix3: How to Use LinkedIn Effectively.
Source: MindTools

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 Appendix4: Training Program Certificate from Bank Muscat

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 Appendix5: Training Program Certificate from Gulf Agency Company

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 Appendix6: BusinessPLUS Program’s Goals.

Appendix7: The Seven Wastes which can be eliminated through Kaizen.

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 Appendix8: The reduced Wastes and Benefits of “Kaizen” activity in
consolidating Purchases Orders in shipping process.

Appendix9: Vale Oman’s Master Action Plan.

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 Appendix10: Objectives and Strategies of Vale’s journey.

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 Appendix11: SparkLabs Conference in Muscat.

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 Appendix12: Vale Oman’s core values.
Source: Vale Official Website.

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 Appendix13: Hofstede’s cultural dimensions reflect in my industry and profession
Source: Some information sourced from Hofstede Insights Website

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 Appendix14: The Timmons Model of the Entrepreneurial Process.
Source: Review of International Geographical Education Online.

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 StudentX
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date

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Appendix15: Compliance and Ethics Certificate.

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SECTION 8 Freeform space (use this space as somewhere to drop
in small notes, thoughts etc. scribbles. Not marked but supports
claims.)
Omani employability.

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