Organizational Health – Concept, Dimensions, and Characteristics

Management Concepts

Organizational Health Approach – Building a Strong Workplace

Modern Management Concepts

Participative Management – Workers Participation in Management

Human Resource Management

Case Study on Entrepreneurship: Larry Page

Business Analysis

The Boundaryless Career: Modern Contemperory Perspective on Career

Human Resource Management

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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Types of Human Resource Information Systems (HRIS)

Operational HRIS Operational human resource information systems provide the manager with data to support routine and repetitive human resource decisions. Several operational-level information systems collect and report human resource data. These systems include information about the organization’s positions and employees and about governmental regulations. 1. Employee Information Systems The human resource department must maintain information on each of the organization’s employees for a variety of decision and reporting purposes. One part of this employee information system is a set of human resource profile records. An employee profile usually contains personal and organization-related information, such as name, address, sex, minority status, marital status, citizenship, years of service or seniority data, education and training, previous experience, employment history within the organization, salary rate, salary or wage grade, and retirement and health plan choices. The employee inventory may also contain data about employee preferences for geographical locations and work shifts. Another part of Continue reading

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Site Selection Analysis in Retail

With the advent of new retail formats in India such as planned shopping centers and malls, emergence of free-standing department stores, hypermarkets, etc., and further development of traditional business districts and other unplanned shopping locations, a retailer is presented with a wider choice of locations. Consideration of all the options keeping in view the product mix, customer profile and overall business model presents an enormous challenge. A retailer has to consider the following factors while selecting a site: Kind of products sold Cost factor Competitor’s location Ease of traffic flow and accessibility Parking and major thoroughfares Market trends Visibility 1. Kind of Products Sold For stores dealing in convenience goods, the quantity of traffic is most important. The corner of an intersection, which offers two distinct traffic streams and a large window display area, is usually a better site than the middle of a block. Convenience goods are often purchased Continue reading

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