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

Corporate Entrepreneurship (CE) and Human Resource Management (HRM)

Today’s economy is experiencing its ups and downs very quickly: rising competitiveness and fast changing technologies create pressure to the companies that want to stay at the top of their markets. This is not going to slow down, so the need for tools of success is arising. At the same time we are moving away from the belief that “entrepreneurs are born, not made”. That is why the wanting, believing, hoping, planning must be followed by doing. As already Confucius said: “When it is obvious that the goals cannot be reached, don’t adjust the goals, adjust the action steps”. It is time for action and one form of it that suits different businesses nowadays is — Corporate Entrepreneurship (CE). Corporate entrepreneurship is the process whereby an individual or group of individuals, in association with an existing organization, create a new organization or instigate renewal or innovation within that organization. There Continue reading

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Case Study of Motorola: Brand Revitalization Through Design

When Motorola released its earnings report for the second quarter ending June 2005, analyst and competitors alike were stumped. The company posted revenues of $8.83 billion up from $7.4 billion a year ago and earnings of $993 million against a $203 million loss a year ago. Selling 34 million handsets, the cell phone unit accounted for 55% of the quarterly revenue and $ 498 million in operating earnings. Motorola’s market share increased to 18.1%, a gain of 3.3%, establishing itself firmly as the second largest manufacturer behind Nokia (33% market share). This was an impressive turnaround for a company that had seen market share decline from a high of 51% during 1996 to a low of 13% in 2004 pushing it behind the market leader Nokia and the South Korean rival Samsung. A key contributor to Motorola’s turnaround was the RAZR V3 (Razr), the thinnest phone ever developed. This ultra-slim Continue reading

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Knowledge Management Systems: Conditions for Success

Certain factors or concerns also need to be considered in order to make this firm’s investment in Knowledge Management Systems (KMS) worthwhile. There is need for a major transformation in organisational culture to create desire to share, (give and receive). When there is organisational culture barrier, people tend to hoard their knowledge. One of the reasons why employees don’t share knowledge is the belief that knowledge is power and that hoarding it guarantees job security. Employees also tend to believe that there is no credit for knowledge sharing or won’t be able to own it anymore if they share. There might also not be time for knowledge sharing or afraid of making mistakes or being reprimanded. Some employees also do not know how to share knowledge or do not realize that their knowledge is valuable to the organisation. In order to solve these problems, employees need to be educated on Continue reading

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Investment Banking in India

For more than three decades, the investment banking activity was mainly confined to merchant banking services. The foreign banks were the forerunners of merchant banking in India. The erstwhile Grindlays Bank began its merchant banking operations in 1967 after obtaining the required license from RBI. Soon after Citibank followed through. Both the banks focused on syndication of loans and raising of equity apart from other advisory services. In 1972, the Banking Commission report asserted the need for merchant banking activities in India and recommended a separate structure for merchant banks totally different from commercial banks structure. The merchant banks were meant to manage investments and provide advisory services. The SBI set up its merchant banking division in 1972 and the other banks followed suit. ICICI was the first financial institution to set up its merchant banking division in 1973. The advent of SEBI in 1992 was a major boost to Continue reading

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Capital Sources for Business: Equity Shares

Equity shares are financial instruments to raise equity capital. The equity share capital is the backbone of any company’s financial structure. Equity capital represents ownership capital. Equity shareholders collectively own the company. They enjoy the reward of ownership and bear the risk of ownership. The equity share capital is also termed as the venture capital on account of the risk involved in it. The equity shareholders’ liability, unlike the liability of the owner in a proprietary concern and the partners in a partnership concern, is limited to their capital subscription and contribution. In India, under the Companies Act 1956, shares which are not preference shares are called equity shares. The equity shareholders get dividend after the payment of dividend to the preference shareholders. Similarly, at the event of the winding up of the company, capital is returned to them after the return of capital to the preference shareholders. The equity Continue reading

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Strategic Planning – Meaning, Process and Approaches

Strategic planning is the process of deciding on the goals of the organization, on changes in these goals, on the resources used to attain these seals, and on the policies that are to govern the acquisition, use and disposition of these resources. The word strategy is used here in its usual sense of deciding on how to combine and employ resources. Thus strategic planning is a process having to with the formulation of long-range, strategic, policy-type plans that change the character or direction of the organization. In an industrial company, this includes planning that affects the goals of the company, policies of all types (including policies as to management control and other processes); the acquisition and disposition of major facilities, divisions, or subsidiaries, the markets to be served and distribution channels for serving them; the organization-structure (as distinguished from individual personnel actions); research and development of new product lines (as Continue reading

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