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

Difference Between Forwards and Futures Contract

For all practical purposes, when a forward contract is standardized and dealt in an organized exchange, it becomes a future contract. Basically, they both seem to be one and the same. However, they differ from each other in the following respects: Nature of the Contract: A forward contract is not at all a standardized one. It tailor   made contract in the sense that the terms of the contract like quantity, price, period, date, delivery conditions etc. can be negotiated between the parties according to their convenience. On the other hand, a futures contract is a highly standardized and they can not be altered to the requirements of the parties to the contract. Existence of Secondary Market: Since forward Contract is a customized contract, it is not a standard one. So, it cannot be traded on an organized exchange. With a result, there is no secondary market for a forward Continue reading

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Comparison of Classical and Behavioral Approaches to Management

Management has been as old as the human beings and with the evolvement of humans management has also evolved. The history of management and its theories can be traced back to thousands of years.  However, systematic development of the theories of management is generally viewed from the end of nineteenth century with the emergence of large industrial organizations and the ensuing problems associated with their structure and management. This is the time when work of various writers on the management has started to come into the light. These works can be clubbed together to form different approaches to the theory of management. Two of the most popular and widely accepted approaches to management are: Classical Approach to Management, and Behavioral Approach or Human Relation Approach to Management In order to be able to compare and understand the contrast of these two approaches to management, let’s understand the basics of these Continue reading

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The 10 C’s of Employee Engagement

Employee engagement is the amount of active involvement and commitment that the employees of an organization have towards the organizations’ purpose and its core values. An engaged employee is an indubitable asset to the organization who contributes to the growth of the organization in line with the mission and vision of the organization which he understands and is an integral part of. In general, it is the overall positive attitude of the employees towards the organization and its values Employee engagement is of utmost importance for any organization, especially the giants, as their products are unique and frequent dissatisfaction of employee may lead to lower work efficiency. Therefore, companies take very strict measures to curb this inefficiency. Looking at ten C’s of employee engagement: Connect: For engaging employees, they must be shown about their value to the organisation. Employee engagement is directly related to the feeling that employees have about Continue reading

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Build Operate Transfer (BOT) Model

Build Operate Transfer (BOT) is a project financing and operating approach that has found an application in recent years primarily in the area of infrastructure privatization in the developing countries. It enables direct private sector investment in large scale infrastructure projects. In BOT the private contractor constructs and operates the facility for a specified period. The public agency pays the contractor a fee, which may be a fixed sum, linked to output or, more likely, a combination of the two. The fee will cover the operators fixed and variable costs, including recovery of the capital invested by the contractor. In this case, ownership of the facility rests with the public agency. The theory of  Build Operate Transfer (BOT) is as follows: BUILD – A private company (or consortium) agrees with a government to invest in a public infrastructure project. The company then secures their own financing to construct the project. Continue reading

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12 Principles of Organization Structure

Traditional organisation theorists developed certain principles of organization structure. These principles are intended for universal application to all enterprises. The most important of these principles of  organization structure  can be listed under the following heads: 1. Division of  Labor  or Specialization The classicists viewed specialization as the basis of efficiency. A group of individuals can secure better results by having division of work. F.W. taylor applied by breaking down jobs into single repetitive tasks performed on specialized tools. At higher levels, however, grouping jobs into manageable units and their co-ordination can pose serious problems. The principle of specializations has been challenged by the behaviorists and others. Fatigue, monotony and boredom are the inevitable outcomes of division of labor. While specializations cause great function interdependency among operatives, it also depersonalizes their activities so that individuals find little meaning in the work. Moreover, functional interdependency among work activities causes strains and tensions. Continue reading

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Geographical Organizational Structure

Geographical organizational structure involves grouping of the activities according to regional or geographical locations. The territorial divisions become a complete administrative unit to cater to the need of the localities. The Regional Manager will practically be the chief controller of his region.   He is given full powers of managing his own region or zone.   His office functions as a head office for all practical purposes.   The functions pertaining to finance, marketing, personnel and production development of low-level employees are completely vested in the zonal office which has separate departments of these functions to guide and control the respective activities of the zone.   The zonal office may have several divisional offices for executive functions. The area population and size of business in a zone will decide the number of divisional offices, their functional activities, and amount of authority and responsibility to be vested in the divisional managers. Continue reading

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