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

Mechanistic Organizational Structure – Definition and Features

The structure of any organization has a clear impact on both employee behavior and its performance. On the other hand, an organizational structure provides an overview about the hierarchy of levels, roles and responsibilities, authorities, communication channels, etc.  It is of utmost importance to understand the definition of the organizational structure since it affects both employee behavior and organizational performance. Organizational structure is understood as a method consisting of responsibilities and power allocated amongst members and how work procedures are carried out among them. It also includes the layers of hierarchy, centralization of authority, and horizontal integration. However, an organizational structure is a multi-dimensional construct which illustrates the division of work (roles or responsibilities including specification), departmentalization, centralization, complexity, communication or coordination mechanisms including standardization, formalization and flexibility. An important  type of organizational structure can be identified as mechanistic organizational structure. Mechanistic organizational structure is  hierarchical  and bureaucratic by nature. Continue reading

Abey Francis

Guidelines for Preparing a Proper Strategy for Debt Recovery

Devising a strategy helps in achieving a set goal or objective.   Recovery agents should therefore devise a strategy for debt recovery.   The following guidelines would help in preparing proper strategy for debt recovery. The collection process should be compliant to the bank-specific recovery norms and also regulatory guidelines. The collection timing should be synchronized to the cash inflow pattern of the debtors: For example, recovery from salaried employees should be timed when salary is received by or credited to the debtor’s account, normally at the moth-end.   In case of SME borrowers the effort should coincide with cash flow on account of sales.   In case a collection from agriculturist should be made, then it should be soon after the crops are sold.   This will call for knowledge of bank products on the part of agents.   It should be the endeavour of the agent that collection Continue reading

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Harmonization of Accounting Standards

Many authors have put together different definitions for accounting harmonization in various ways. It would seem not an easy word to define, as neither the European Commission nor other organs of the commission have explicitly defined the concept of accounting harmonization. Some have even complicated the whole concept, by attempting to substitute harmonization with standardization, as if to mean that the process is the same, rather than making it more compatible. In practice, harmonization of accounting standards tends to mean the process of increasing the compatibility of accounting practices by setting bounds for the degree of variations. This can be accepted to be the most suitable definition of the concept. Harmonization of accounting standards has become a highly demanded issue of discussion and debate among accounting professionals around the globe. Accounting Standards are the authoritative statements of best accounting practices issued by recognized expert accountancy bodies relating to various aspects Continue reading

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Energy Value-Stream Mapping (EVSM)

A typical Value Stream Mapping (VSM) tool classifies the various industrial processes into value adding and non-value adding with a goal to identify and eliminate the non-value added (waste) activities. Based on the concept of Value-Stream Methodology, Energy Value-Stream mapping (EVSM) is being developed where energy components along with cost are added to evaluate with respect to time.  Energy Value-Stream mapping (EVSM) identifies the level of energy utilization and wastage in each step and hence determines the opportunities for energy conservations. Implementing this tool by incorporating electrical energy and fuel consumption provides with an ability to view the impact that process improvements have on reducing energy consumption and vice versa. Additionally, it can also deliver tangible and sustained results when used as a part of company’s improvement strategy and a structured analysis with a balanced set of data can reveal areas of energy improvements and optimization. In order to generate Continue reading

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Money Market in India – Development, Features and Instruments

Money market is an important segment of the financial market (system) as it provides avenue for equilibrating the short term (ranging from overnight up to an year) demand for and supply of funds. It also plays an important role in the transmission mechanism of monetary policy, as it acts as a medium through which the central bank can influence the short term liquidity and interest rates in the financial system. As per Reserve Bank of India (RBI) definition, a Money market is “a market for short terms financial assets that are close substitute for money, facilitates the exchange of money in primary and secondary market”. Indian money market was highly regulated and was characterized by limited number of participants. The limited variety and instruments were available. Interest rate on the instruments was under the regulation of Reserve Bank of India. The sincere efforts for developing the money market were made when the Continue reading

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Mckinsey’s 7S Framework

The Mckinsey’s 7S Framework  suggests that there is a multiplicity of factors that influence an organization’s ability to change and its proper mode of change. Because of the interconnections of the variables, it would be difficult to make significant progress in one area without making progress in the others as well. There is no starting point or implied hierarchy in the shape of the diagram, and it is not obvious which of the seven factors would be the driving force in changing a particular organization at a certain point of time. The critical variables would be different across organizations and in the same organizations at different points of time. History  of Mckinsey’s 7S Framework The 7S Framework was first mentioned in “The Art Of Japanese Management” by  Richard Pascale  and  Anthony Athos  in 1981. They had been investigating how Japanese industry had been so successful. At around the same time Continue reading

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