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

Sigmund Freud’s Psychoanalytic Theory of Personality

Sigmund Freud is considered by many to be the greatest psychologist in history. Opinions vary greatly on the validity of this, though all must agree that he is one of the most well known psychologists in history. He was well know for his research into the science of the mind, and is famous for his theories about the functions of the mind and the human psyche. One of Freud’s most famous theories is that of his views on the human personality, and the various psychological elements that play into it. An iceberg model is often used to describe Freud’s understanding of the mind. The conscious is the tip of the iceberg, barely above water. It is composed of our thoughts and perceptions. It is everything of which we are aware.  The preconscious is just under the water. It is composed of our memories, stored knowledge, fears, and doubts. We are Continue reading

Abey Francis

Difference Between Strategic Planning and Management Control

Briefly, here are some ways in which the strategic planning process differs from the management control process. A strategic plan usually relates to some part of the organization lather than to the totality; the concept of a master planner who constantly helps all part of the organization at some coordinated optimum is a nice concept an unrealistic one. Strategic planning is essentially irregular problems, opportunities, and bright ideas do not arise according to some- set timetable; rather, they are dealt with whenever they happen to be; perceived. The appropriate analytical techniques depend on the nature of the problem being analyzed, and no over all approach (such as a mathematical model) has been developed that is of much help in analyzing all types of strategic, problems emphasis on a systematic approach is quite likely to stifle the essential element of creativity. In strategic planning, management, works, now on one problem, then Continue reading

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Case Study: Merger Between US Airways and American Airlines

On December 9th, 2013 the two airlines, US Airways and American Airlines merged to form the American Airline Group that turn out to be the major airline in the world. This merger was structured by the enlarged competition that airlines are countenancing in the business at present. The merger offered a prospect for both airlines to make use of the benefits of an extensive network that would effect subsequent to merging as countered to when each one operates separately. One of the foremost circumstances that encircled the merger was the imminent insolvency of American Airlines. The company in 2011 had filed for bankruptcy even though it relapsed to profitability the same year in July. The merger would enhance admission to opportunities of business for both airlines, particularly American Airlines that would decrease its coverage to financial risks, which were the preliminary grounds for the corporation filing for bankruptcy. The merger Continue reading

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Organizational Design and Structure – Meaning and Importance

Organizational Design and Structure Organizational design  is defined as a process of reshaping organization  structure  and roles, or it can be more effectively defined as the alignment of the structure, process, rewards and talent with the strategy of the business. Amy Kates and Jay Galbraith have found (building on years of work by Galbraith) that attention to all of these organizational elements is necessary to create new capabilities to compete in the given market. This systemic view is referred to as the “star model” approach and is more likely to lead to better performance . Organization design may involve strategic decisions, but is properly viewed as the path to execute strategies effectively . Many companies fall into the trap of making repeated changes in the organizational structure, with a little benefit to the business. This often occurs because the changes in the structure are relatively easy to execute while creating Continue reading

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Case Study: Credit Card Attitudes and Behaviors of College Students

Credit cards have been very big business for several decades. The cards have made the life easier for many people because they do not need to carry large amount of cash for most purchases. However, the credit card industry is intensely competitive, highly fragmented, and growing at the rate of 3 to 4 percent. Many college students are living on the verge of a financial crisis. For this purpose many banks are interested to consider this assertion by examining college students’ credit card use behavior and attitudes. A concurrent purpose was to test the factors associated with students’ attitude toward credit cards. College students’ use of credit cards has recently received increased visibility throughout the media concluded that in addition to credit problems many students do not have a written budget, and of those who do have a budget few young people actually use it. They determined that university students Continue reading

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A New Business Strategy: Familiarity Matrix

Roberts and Berry devised a technique for selecting optimum diversification action plans for firms wishing to enter new product-markets called the familiarity matrix. It helps strategists decide which product-markets to enter and how. Its two axes, familiarity with market factors and technology or service, are both divided into three values: Base, new familiar, and new unfamiliar. The market dimension refers to the amount of knowledge possessed by the diversifying company of various characteristics of the market and the competitors within it. The authors distinguish between the newness of, and the familiarity with, the market for a product-service. Newness of a market is the extent to which the company has previously targeted it. Markets with which the company has prior experience, conceivably by selling old or existing products in it, are called base markets. Markets with which no such prior exposure exists are called new. Whether a new product is base Continue reading

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