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

Effective Teaming Factors

There are obvious challenges to form and lead a functioning team, even if the team is collocate physically within a training room or office throughout the whole process of training. Moreover the training involves distant learning mode that individualistic or individual behavior towards the whole proceeding come into play that could affect the performance of the entire team. To lead a team has little understanding on the member’s background is an uphill task for the leader. Advanced communication technology will not guarantee the team is working except the individual that participate in the training stretch and contribute within the context of the training that makes this a successful training experience. Participants Background Assessments for Genuine Purpose Understanding the participant background is one of the crucial steps to form a team as if the participant can or will go through the process as required by the program. The participant need to Continue reading

Abey Francis

The Potential Impact of Multilateral Framework on Investments (MFIs)

The development of an Multilateral Framework on Investment (MFI), if such a framework were to be negotiated, would  represent a change in the policy-framework cluster of determinants. Although  such a framework might also affect some elements of business facilitation (such  as investment incentives), it would not involve significant and direct changes in  the principal economic determinants. Indeed, by making Foreign Direct Investment (FDI)  policies potentially  more similar, an MFI would underline the importance of economic (and  business facilitation) factors in determining FDI flows.  The precise effect of an MFI on the policy-framework cluster of determinants  would depend on its content, including definitions, scope and safeguards.  Because an MFI is only a hypothesis, three scenarios, based on differing  assumptions, are discussed below for purely analytical purposes. The specific  implications of each scenario would vary from country to country in accordance  with specific economic and developmental conditions and specific national  stances vis-a-vis Continue reading

Abey Francis

Case Study on Business Ethics: Napster Copyright Infringement Case

Duplicating software for friends, co-workers or even for business has become a widespread practice. All software programs are protected by copyright laws and duplicating them is an offense. How, then, has making illegal copies become such a common and accepted practice in people’s homes and places of work? Part of the answer revolves around the issue that software isn’t like some other intellectual property. Intellectual property is that which is developed by someone and is attributable directly to the thinking process. Software is different from a book in that anyone can easily copy it-and an exact replication is achievable. Another reason is related to cultural differences. People don’t see copy as stealing. People don’t find anything wrong in making a video copy of a hit feature film and selling it or hiring out. People defend their behavior by saying: ‘Everybody does it! I won’t get caught! Or no one really Continue reading

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Financial Accounting vs Management Accounting

Financial Accounting and Management Accounting   are two interrelated facets of the accounting system.   They are not exclusive of each other; they are supplementary in nature.   Financial accounting provides the basic structure for collecting data. The data collection structure is suitably modified or adjusted for accumulating information for management accounting purposes. In a broader sense, management accounting includes financial accounting.   They differ in their emphasis and approaches. They are as follows: Financial accounting serves the interest of external users (i.e. investors etc.) while management accounting caters to the needs of internal users (i.e. management). Financial accounting is governed by the generally accepted accounting principles while management accounting has no set principles. Financial accounting presents historical information while management accounting represents predetermined as well as past information. Financial accounting is statutory while management accounting is optional. Financial accounting presents annual reports while management accounting reports are of both Continue reading

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External Expansion or Business Combination Strategies

External expansion refers to business combination where two or more concerns combines and expand their business activities. The ownership and control of the combined concerns may be undertaken by a single agency. Business combination is a method of economic organization by which a common control, of greater or lesser completeness is exercised over a number of firms which either is operating in competition or independently. This control may either be temporary or permanent, for all or only for some purposes. This control over the combining firm can be exercised by a number of methods which in turn give rise to various forms of combinations. In the process of combination, two or more units engage in similar business or in different related process or sages of the same business join with a view to carry on their activities or shape or shape their polices on common or coordinated basis for mutual Continue reading

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Marakon Model of Shareholder Value Creation

The Marakon model was developed by Marakon Associates, a management consulting firm known for its work in the field of value-based management. According to Marakon model, a firm’s value is measured by the ratio of its market value to the book value. An increase in this ratio depicts an increase in the value of the firm, and a reduction reflects a reduction in the firm’s value. The model further states that a firm can maximize its value by following these four steps: Understand the financial factors that determine the firm’s value Understand the strategic forces that affect the value of the firm Formulate strategies that lead to a higher value for the firm Create internal structures to counter the divergence between the shareholders  goals and the management’s goals. 1. Financial Factors The first step in this model is to identify the financial factors that affect the value of the firm. Continue reading

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