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

Recent Developments in Corporate Governance

The Department of Company Affairs, in May 2000, invited a group of leading industrialists, professionals and academics to study and recommend measures to enhance corporate excellence in India.   The Study Group in turn set up a Task Force, which examined the subject of Corporate Excellence through sound corporate governance and submitted its report in Nov. 2000.   The task force in its recommendations identified two classifications namely essential and desirable with the former to be introduced immediately by legislation and the latter to be left to the discretion of companies and their shareholders.   Some of the recommendations of the task force include: Greater role and influence for nonexecutive independent directors Stringent punishment for executive directors for failing to comply with listing and other requirements Limitation on the nature and number of directorship of managing and whole-time directors Proper disclosure to the shareholders and investing community Interested shareholders to Continue reading

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Requirements of a Successful Industrial Relations Programme

Today’s professional industrial relations director, or by whatever title he is designated, no longer views his job as personalizing management, or that of a social worker in a factory, or a union buster, he looks upon his department as an adjunct to management supervision at all levels; he keeps other executives informed about new discoveries, programme trends and needs. At the same time, he provides efficient service in the operation of several centralized services. A successful industrial relations programme reflects the personnel viewpoint, which is influenced by three main considerations: Individual thinking Policy awareness and Expected group reaction Individualized thinking makes if imperative for the administrator to consider the entire situation in which the affected individual is placed. Policy awareness underscores the idea of the consistency of treatment and the precedent value of any decision which a management takes; while expected group reaction balances what we know of human nature Continue reading

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Marketing Strategies for Gaining Market Share

Marketing strategies used by companies to achieve or defend its competitive advantage. The main strategies used are defensive and offensive strategies. Offensive strategies are used to secure the company’s competitive advantage whereas a defensive strategy is used to defend the competitive advantage of the company. These strategies have various types that are further explained with the help of techniques used by companies to capture or defend their competitive advantages. The examples elaborate in simplified terms the marketing warfare that takes place to maintain and capture market share. The Defensive Marketing Strategies This strategy aims at maintaining the market share the company has already achieved. It does not enhance the firm’s competitive advantage but helps fortify the firm competitive position. Normally a defensive strategy should be employed by the market leader due to its market share advantage and position. There are various types of defensive strategies which are elaborated below. 1. Continue reading

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The Importance of Population Trends in Business

The population of a country and its economic growth is closely interlinked with the attainment of economic development; a country must consider its human resources both from the angle of assets and liabilities. That proper utilization of natural endowments and the level of production of national wealth depend very much on the extent and efficiency of human resources, but too much of population will again eat up all the fruits of developments. From the point of view of economic welfare it is quite essential to study human resources in detail at the same time it should be stressed human beings are the vital instruments of production. The fruits of all economic activities are rested on the betterment of conditions of living of human being. The human resources are playing a vital role in attaining economic development of country. The economic development of country involves proper utilization of its physical resources Continue reading

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Profit Maximization Methods in Managerial Economics

The profit  maximization  theory states that firms (companies or corporations) will  establish factories where they see the potential to achieve the highest total profit. The  company will select a location based upon comparative advantage (where the product can  be produced the cheapest). The theory draws from the characteristics of the location site,  land price,  labor  costs, transportation costs and access, environmental restrictions, worker  unions, population etc. The company will then elect the best location for the factory to  maximize  profits. This is anathema to the idea of social responsibility because firms will  place their factory to achieve profit  maximization.  They are nonchalant to environment  conservation, fair wage policies and exploit the country. The only objective is to earn more  profits. In economics, profit  maximization  is the process by which a firm determines the  price and output level that returns the greatest profit. There are several  approaches to profit maximization. 1. Continue reading

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Case Study on New Performance Appraisal System at Xerox

In the mid-1980s Xerox corporation was faced with a problem–its performance appraisal system was not working. Rather than motivating the employees, its system was leaving them discouraged and disgruntled. Xerox recognized this problem and developed a new system to eliminate it. Old Performance Appraisal System The original system used by Xerox encompassed seven main principles: The appraisal occurred once a year. It required employees to document their accomplishments. The manager would assess these accomplishments in writing and assign numerical ratings. The appraisal included a summary written appraisal and a rating from 1 (unsatisfactory) to 5 (exceptional). The ratings were on a forced distribution, controlled at the 3 level or below. Merit increases were tied to the summary rating level. Merit increase information and performance appraisals occurred in one session. This system resulted in inequitable ratings and was cited by employees as a major source of dissatisfaction. In fact, in 1983, Continue reading

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