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

Organizational Culture – Development and Importance

Management Principles

Five Important Organizational Cultural Models

Management Principles

Four Major Theories of Training and Development

Competitive advantage is referred to that ability of an organization which is not possessed by the other organizations and it is a competitive advantage which leads the organization to the top positions. There are many organizations in the world who are leading the markets by gaining competitive advantage in different fields of their business activities. One of the way in which a firm can attain a competitive advantage over the competitors is by building a force of superior human resource. Now the question arises that how this force of superior human resource can be build. The answer lies in a very important function of human resource management i.e. training and development. It has been observed that the employees or labor working in a competitive environment of market always welcome the training and development programs which can enhance their skills and knowledge. Now days every job holder understands that to sustain Continue reading

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Practical Problems in Using Job Evaluation Technique

Job evaluation is a technique used to determine the value of each job in  relation to all jobs within the organization. Its main objective is to  determine the relative worth of different jobs in an organization to serve  as a basis for developing rational wages and salary structure. Like any other technique of human resource management, job evaluation  is not free from certain shortcomings and limitations. Various practical  problems in using job evaluation  technique may be grouped into two categories: technical and  operational. 1. Technical Problems There are some technical problems involved in effective  job evaluation which are of the following nature. Job evaluation establishes hierarchy of jobs based on their worth.  Though there are various methods developed for this purpose.  These are not completely objective. Another problem in establishing job hierarchy through job evaluation comes  in the form of changing profile of job factors because of changes in  environmental Continue reading

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What is Relationship Marketing?

The concept of Traditional Marketing which was mainly based on customer satisfaction has now totally shifted to Relationship building with the customers, customer retention and managing the relationships. Now the businesses are not only focused on developing a marketing mix in accordance with the consumer’s demand but they need to sell their products and services in such a way that consumer should satisfy and return for making the next purchase which means maintaining relations with your customers and managing it in such a way tending the customers to stay with the business for a longer period. Relationship Marketing was first defined as a form of marketing developed from direct response marketing campaigns which emphasizes customer retention and satisfaction, rather than a dominant focus on sales transactions. As a practice, Relationship Marketing differs from other forms of marketing in that it recognizes the long term value of customer relationships and extends Continue reading

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Case Study: Johnson & Johnson Company Analysis

Founded in 1866 as a family business, Johnson & Johnson now has over 130,000 employees in 60 countries worldwide. What started off as a small, three-person business, the company has now expanded across the globe and was named a “2017 Fortune’s Most Admired Company”. One may wonder, how did brothers Robert, James, and Edward Johnson set the foundation for the next 130 years to come? This success can be attributed to Johnson & Johnson’s Strategic Framework, which is at the root of all decision-making. The company’s Strategic Framework is comprised of three main components: The Foundation, Strategic Principles, and Growth Drivers. All three sections of the Strategic Framework include insight into Johnson & Johnson’s Management Approach, which guides the company’s philosophy for continuous success. The Foundation includes the Credo, which establishes the values incorporated into the decision-making process. The Credo can be seen in every single office and corner of Continue reading

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Reasons for Mergers

In general, a merger can be defined as the integration of an acquired company into the existing, acquiring company. In terms of finance, an acquiring company purchases the majority of shares from the acquired company, thus merging both assets into one expanding share. A merger tends to be a permanent arrangement and usually the company who acquires the shares retains its namesake. The International Competition Network identifies three major types of merger transactions: Share Acquisitions, Asset Acquisitions, and Joint Ventures. A share acquisition is defined by obtaining a controlling equity interest in the target such that it can exercise ‘decisive influence’ over the target’s business operations. On the other hand, an asset acquisition is defined as a “buyout strategy” in which valuable elements – rather than shares – of a financially unstable company are purchased. Furthermore, the acquiring company can choose which specific assets or liabilities it wants to purchase. Continue reading

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Introduction to Transportation Problem

Transportation problem is a particular class of linear programming, which is associated with day-to-day activities in our real life and mainly deals with logistics. It helps in solving problems on distribution and transportation of resources from one place to another. The goods are transported from a set of sources (e.g., factory) to a set of destinations (e.g., warehouse) to meet the specific requirements. In other words, transportation problems deal with the transportation of a single product manufactured at different plants (supply origins) to a number of different warehouses (demand destinations). The objective is to satisfy the demand at destinations from the supply constraints at the minimum transportation cost possible. To achieve this objective, we must know the quantity of available supplies and the quantities demanded. In addition, we must also know the location, to find the cost of transporting one unit of commodity from the place of origin to the Continue reading

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