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

Gantt Charts – Tool for Project Planning and Scheduling

Project Management

Kaizen – Understanding the Japanese Business Philosophy of Continuous Improvement

Operations Management

Organization Development Interventions

Organization Development Interventions  refer to various activities which consultant and client organization perform for improving organizational functioning by enabling organization members to better manage their team and organization cultures. French and Well have defined Organization Development  interventions as “sets of structured activities in which selected organizational units (target groups or individuals) engage with a task or a sequence of tasks where the task goals are related directly or indirectly to organizational improvement. Interventions constitute the action thrust of organization development; they make things happen and are what is happening.” Organizational Development Intervention Techniques Sensitivity Training: Sensitivity training is a small-group interaction under stress in an unstructured encounter group, which requires people to become sensitive to one another’s feelings in order to develop reasonable group activity. In sensitivity training, the actual technique employed is T-group. T-group has several characteristic features: The T-group is generally small, from ten to twenty members The Continue reading

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Takeover – Definition and Types

Acquisition can be undertaken through merger or takeover route. Takeover   is a general term used to define acquisitions only and both terms are used interchangeably. A Takeover may be defined as series of transacting whereby a person, individual, group of individuals or a company acquires control over the assets of a company, either directly by becoming owner of those assets or indirectly by obtaining control of management of the company. Takeover is   acquisition, by one company of controlling interest of the other, usually by buying all or majority of shares. Takeover may be of different types depending upon the purpose of acquiring a company. A takeover may be straight takeover which is accomplished by the management of the taking over company by acquiring shares of another company with the intention of operating taken over as an independent legal entity. The second type of takeover is where ownership of Continue reading

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History and Background of Porsche

Porsche, with over 12,000 employees in 2008, is the smallest German automobile builder, but the largest sports car specialist in the world. The company was founded in December 1930, when Dr. Ferdinand Porsche, with 12 close associates, established an office in Stuttgart for “design and consultation on engines and vehicles.” By 1932, Porsche’s design office had developed the torsion bar suspension element that is still in use in automobiles around the world. In 1934, the Porsche Company was commissioned by the manufacturers association to design “a utilitarian car of normal dimensions but relatively low weight, to be achieved by new basic measures.” Prototypes of this car were on the road by the end of 1935 but World War II postponed mass production of the vehicle. After the war, Volkswagen started production of the car, which came to be known as the VW Beetle. In 1972, when the 15,007,034th unit left Continue reading

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Henri Fayol’s Principles of Management

Henri Fayol (1841-1925) who is known as the Father of Modern Management, was a French industrialist who developed a framework for studying management. He wrote “General and Industrial Management”. His five functions of managers were plan, organize, command, coordinate, and control. Classification of Business Activities According to Fayol, all activities could be classified into Technical (manufacturing or production) Commercial (buying, selling and exchange) Financial (search for and optimum use of capital) Security (protection of property and persons) Accounting (including statistics) and Managerial Henri Fayol’s Principles of Management His fourteen principles of management included division of work, authority and responsibility, discipline, unity of command, unity of direction, and subordination of individual interests to general interests, remuneration of personnel, centralization, scalar chain, order, equity, and stability of tenure of personnel, initiative, and esprit de corps (union is strength). 1. Division of Work The work of every person in the organization should be Continue reading

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Flexible Working Arrangements – The Future of Work

Flexibility in the organisations is driven by many contributing internal and external components since it has got the popularity of linkage with good people management practices and better performance objectives. Flexible working has been achieving a greater pace in its development and wider usage in small businesses and MNC’s. The society in which we live has seen many radical changes in the last 2-3 decades and it certainly has its impact on the life style of people and the organisations they work (in context of technological and demographic factors). The demographical changes have a heavy influence on the size and composition of the work force the labor market now-a-days consist of an equal composition of male to female work force as opposed to earlier traditional workforce. The issue of women in the work force have become more pertinent due to the potential labor shortages in some sectors even with all Continue reading

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Referencing a Research Report

References must be explicitly given in the research report. Bibliography is one type of referencing a research report and this has been already dealt. Other type of referencing is the foot notes. Referencing using Footnotes Footnotes are meant to give complete bibliographical references and to provide the reader with information to enable him consult sources independently. These may be placed at the foot of a page or at the end of every chapter. When footnotes are given at the foot of the page, they are to be separated from the text by a fifteen space solid line drawn from the left margin and one double space below the last line of the text. If given at the end of a chapter, a centered heading ‘FOOTNOTES’ is necessary. Reference to footnotes is made by the use of superscripts i.e., numerals raised by one-half space. Footnotes should be numbered consecutively through a Continue reading

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