Case Study on Entrepreneurship: Larry Page

Business Analysis

The Boundaryless Career: Modern Contemperory Perspective on Career

Human Resource Management

Concepts of Throughput Accounting and Theory of Constraints

Financial Management

Kaizen – Understanding the Japanese Business Philosophy of Continuous Improvement

Operations Management

Role of Leaders in Shaping Organizational Culture

Management Principles

Case Study: General Electric’s Two-Decade Transformation Under the Leadership of Jack Welch

When Jack Welch became CEO of GE in 1981, he set out to reenergize one of America’s largest companies. Through a revision of GE’s mission and values Jack Welch grew GE from a $24+ billion company to into a $74+ billion company, ready to face competitors and future challenges. Welch realigned goals and motivation, forcing managers to stretch to previously unknown limits. Any company not number one or two in their industry was divested or closed and though sometimes perceived to be a destroyer, he restructured GE into one of the world’s most staid corporations. Jack Welch’s management and motivation approach included three main areas: Goal setting and preparing the company on a corporate level for its competitive challenges; Empowering employees at all levels of the organization; and Communicating his new goals and visions through the entire organization, using such tools as extensive training programs, newly formed teams and 3600 Continue reading

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Span of Management -Meaning and Factors Determining

An organization is characterized by the presence of a number of levels and departments. But more the levels are created, more will be the administrative cost due to additional staff required and more will be the difficulties to be encountered in communication and controlling. If this is so, why create departments and levels? Answer to this question is provided by the principle of span of management. This is basically the problem of deciding the number of subordinates to report directly to each manager. The principle states that there is a limit to the number of subordinates that each manager can effectively supervise. The term “span of management” is often referred to as span of control, span of supervisions, span of responsibility or span of authority. But the term “span of management” should preferably be used since span is one of management and not merely or control which is just important Continue reading

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What is E-Recruitment?

Organizations use a variety of recruitment sources to attract applicants like direct applications, employee referrals, newspaper advertising, employment agencies, and executive search firms. Recruiting the right person to the right position is of crucial importance to the performance of every company. At the same time recruitments are expensive, difficult and time-consuming. Web based recruitment tools can be used to publish job postings, administrate applications, including spontaneous applications, and build up a CV Database. This recruitment strategy includes identification of the right channels with a campaign that effectively summarizes the job requirements, company and community. A simple job posting in a publication or online career center is no longer enough — the employer also needs to market itself as a place the candidate would want to work and its community as a place the candidate would want to live. Companies often adopt online systems because they believe e-recruitment is more likely Continue reading

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The Toyota Way Philosophy

Japanese quality movement was a miracle and created world-class products. All these methodologies and concepts developed these quality gurus for internal process and quality improvement crisis are still practiced in various companies. These have become universal approach to improve the quality and manage performance crisis.  Quality gurus created work culture and dedicated teams, which developed Japanese production systems through group activities. Toyota Corporation developed a new philosophy to create major change in manufacturing systems and delivered world-class products with internal benchmark for quality of vehicles. In reality, Toyota changed external business environment for competitors and created a long-lasting impact on automobile industry. The Toyota Way is a set of principles and behaviors that underlie the Toyota Motor Corporation’s managerial approach and production system. It consists of principles in two key areas: continuous improvement, and respect for people.  Toyota use operational excellence as a strategic weapon. Company places the highest value Continue reading

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Project Management Office (PMO)

Project Management Office (PMO) is continuously growing concept across the world. PMO is mainly responsible for the guidance, handling complex projects, documenting the overall progress of the projects and implementing the projects in the organization. The Project Management Office provides guidance in standardized tools, techniques and can reduce the problems caused by uncertainties in the project which also helps the project to be effective and cheaper. PMOs will also help in structuring project management into the systematic approach, like quality management, scheduling and conducting day-to-day tasks, iterations and do documenting the project. PMO can provide support to the project management process and in the selection of projects, contributing in the enhancement of maturity and to increase the performance of the organization in the project management. The Project management officer is the one who is in charge of the Project Management Office. He generally coordinates and supports the organization center. The Continue reading

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Relationship Between Organizational Structures and Cultures

Organizational Structure Organizational Structure is the strategic manner by which organizations arrange (or rearrange) themselves. This is essentially important in determining how organizations plan on utilizing their resources, particularly their human resources. To do so efficiently, certain questions need to have precise answers such as the specific responsibilities of each individual within the organization, to whom exactly they report and most importantly the coordination process that is to be implemented to bring together all these people and processes simultaneously. Bearing in mind that any framework followed needs to be consistent with the organizations main objectives, a formal channel defining the lines of authority from top to bottom (i.e. Hierarchy of Authority) is established which identifies clearly who is responsible for which personnel and/or tasks. Traditionally, the authority of decision-making has been a centralized process (i.e. directed to higher-level management), but with increasing challenges & innovation in recent times, many organizations Continue reading

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