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

Trade Unions and Collective Bargaining

In approaching collective bargaining, a trade union has series of goals, some economic and some non-economic, not all of which can be won from the employer at one time. Further more, a number of the goals are in conflict with each other. Therefore, trade union decides to give priority to these goals, and for giving priority union may classify the goals. There are many ways of classifying the goals, trade union seek to achieve through collective bargaining. The two categories used here are economic and non-economic, they may also be classified according to the members as individuals opposed to the unions as an institution, according to leader versus rank and file, or according to intra-union interest groups, such as the young against the old or one group of skill against another. It follows, then, that the priority ranking of the demands by the union represents a compromise between the different Continue reading

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Goals of Financial Management

The goals of financial management can be classified in many ways. Official goals, operative goals and operational goals are one classification. Official goals are the general aims of the organization. Maximization of return on investment and market value per share may be termed as official goals of financial management. Operative goals indicate what the organization is really attempting to do. They are focused and help in choice making. Expected return on investment, cost of capital, debt-equity norms, etc dong with time horizon are specified or their acceptable ranges/limits are static keeping in view the official goals. The operational goals of financial management  are more directed quantitative and verifiable. The scale, mix and timing of specific form of finance are detailed. The official, operative and operational goals are structured with a pyramidal shape, the official goals at the top (concerned with the top executives), operative goals at the middle (concerned with Continue reading

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Brand Personality

Brand personality is as if ‘making the brand come alive’. The attribution of human personality traits (seriousness, warmth, imagination, etc.) to a brand as a way to achieve differentiation. Usually done through long-term above-the-line advertising and appropriate packaging and graphics. These traits inform brand behavior through both prepared communication / packaging, etc. and through the people who represent the brand – its employees. Brand personality is the way in which a brand speaks of its products or services shows what kind of person it would be if it were human. A brand without a personality has trouble gaining awareness and developing a relationship with customers. Brand image refers to the rational measurements like quality, strength, and flavor. Brand personality explains why people like some brands even when there is no physical difference between them. Brand personality is the emotional associations of the brand and brand image is the physical features Continue reading

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Conflicts between Managers and Shareholders

Agency theory portrayed the fundamental problems in an organization that is self-interested behavior. Self interested behavior was usually direct to an unfavorable effect on any organization which was by and large for the purpose of getting highest share holder wealth. Company managers could have personal objectives that compete with the owner’s objective of maximization of shareholder wealth. Since the shareholders approved managers to administer the firm’s assets, a possible difference of interest occurred between the two groups. Self-Interested Behavior Agency theory argued that, in imperfect capital and labor markets, managers were trying to find make best use of their own values without regard for corporate shareholders. Agents have the capability to manage their own self-interest comparatively more then the best interests of the firm because of asymmetric information (e.g., managers know better than shareholders either they are talented and capable of meeting the shareholders’ objectives and vagueness. Facts of self-interested Continue reading

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Functional and Dysfunctional Aspects of Budget System

Like other management control methods, budgets have the potential to help management reach their goal. How useful budgets are, in practice depends on how they are conceived and implemented. It is also important that the, process is clear and acceptable to the people whose activities it controls. Potentially Functional Aspects of Budgets Some of the potentially functional  aspects of budgets as follows : Motivation. Budgets can have a positive impact on motivation and morale. Most individuals in an organization desire to achieve things and recognition by groups to which they belong. Budgets can activate these motivational factors by creating common goals and the feeling that everyone is working towards them. Coordination. Budgets make it possible to coordinate the work of the organization. A comprehensive budget is a blueprint of an organization’s plans for the future and the top management can, therefore, use it to together the activities of every unit. Continue reading

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Relationship Between Operating Leverage and Financial Risk

All strategic investment decisions are going to involve some degree of risk. Risk entails not only the profitable versus unprofitable dichotomy, but also the variability in earnings or losses emanating from an investment project. One dimension of the risk-management question is captured in the concept of operating leverage. Operating leverage is the degree of magnification of earnings or losses (expressed as cash flows or profits) set off by different levels of output. The magnification results from the variable cost versus fixed cost mix in an investment period. Generally the higher the level of fixed commitment in relation to variable costs, the greater is the leverage (and magnification). This, of course, is the central notion in the familiar break-even analysis, where concern is given not only to the break-even point, but also the levels of earnings or losses around it. Operating leverage is a double-edged sword, however. Like financial leverage, operating Continue reading

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