...Learning Unit 1: Introduction to Entrepreneurship Define and compare entrepreneurship and intrapreneurship. Entrepreneurship: Entrepreneurship is the process of conceptualising, organising, launching and — through innovation — nurturing a business opportunity into a potentially high growth venture in a complex, unstable environment. Entrepreneur: Entrepreneurs are those individuals who discover market needs and launch new firms to meet those needs. They are risk takers who provide an impetus for change, innovation and progress in economic life. Intrapreneurship: Intrapreneurship is the form of entrepreneurship which takes place in existing businesses around new products, services or markets. Intrapreneur: Intrapreneurs are innovative employees who either rejuvenate existing organisations or create new ventures within a corporate structure. Intrapreneurs are also referred to as internal or corporate entrepreneurs. Discuss the entrepreneurial motivation. Push Factors: Poor remuneration Lack of Job advancement Restrictive employers Potential restructuring and / or retrenchment Inability to secure a job Lack of innovation in the current workplace Pull Factors The motivation of profit The need for a challenge and self actualisation The desire for independence The desire to improve one’s community Describe the profile of an entrepreneur. Prominent among the character traits of successful entrepreneurs have the following traits: * * The ability...
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...of social performances and the interactions with their shareholders. Corporate social responsibility (CSR) is increasingly essential in the global environment (Wilburn 2009, 111), especially for large multinational companies who confirm that making contributions to shareholders is the driving force to increase the value of the corporations. Unilever claims that corporate social responsibility is at the heart of its business (Cescau 2007). “We've always believed in the power of our brands to improve the quality of people’s lives and in doing the right thing. As our business grows, so do our responsibilities (Our vision 2010)” Unilever has made a clear direction about their vision. These years Unilever has focus on building their corporate image with full consideration and improvement of social performance, varying from sustainable development, safety of food, to welfare of labor and other social performance beyond those areas, but there are still some problems existed that need much more improvement to do . The aspect of environment of Unilever will be illustrated amply in this paper to indicate the impact of social performance to the corporation. Positive elements of performance In the current...
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...HND Business and Finance Unit 45: Business Ethics Lul Mohamed The concept of business ethics applied in Pfizer, M&S and Shell Global Plc. Name: Lul Mohamed Student ID: Assessor: Date: 12/10/2014 To: Pfizer Managers/Directors, From: Lul Mahamed Subject: Ethical perspective and corporate responsibility of Pfizer, M&S and Shell Global Plc. Date: 12/10/2014 Pfizer pharmaceutical company According to recent studies, Pharmaceutical company that provide and innovate biopharmaceutical as a medicinal business such as Pfizer are subject on their ethical behaviour. Likewise, Pfizer is a Pharmaceutical firm that have recently been question on their ethical behaviour and standards. The organisation was unsuccessful on their takeover bid on British company AstraZeneca, due to their recent scandals on animal testing, testing drugs on children and bribery issues to resolve their illegal activities (paying 60 million to settle their charges). Each businesses should take into consideration their ethical standards and corporate social responsibility (CSR) . Therefore, it is inevitable to maintain sustainability in order to achieve good public image and reputation within their stakeholders. This report will examine the ethical behaviour including the Corporate Social Responsibility of Pfizer, M&S and Shell Global Plc. Pfizer primary mission is to improve the health welfare of each of its stakeholders needs and wants (Pfizer, 2007). The company uses science as...
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...Due 7/29/14: Question 1: Describe the communication process. How is this impacted where you work? Response: The communication process is divided up into steps that people complete very quickly. A person has an idea and then takes the idea and places into a message, then decides how the idea is going to be communicated (email, conversation, etc.). Once the person with the idea picks the channel of how they will present the idea, they send it. The audience will then receive the message, decode the message for the meaning and then responds to the message and can provide feedback toward the message sender. The way communication is suppose to work at my current job is the Director has the information, she tells the 2 managers and the 2 managers tell the supervisors that report to them. The supervisors then tell their leads and then the other people who report to them. This way everyone has all the information and the Director is not required to tell everyone. This was outlined in my training process. However, this is not the way communication always works for us. The Director sometimes will call in the supervisors and tell them stuff to tell their team and then pulls in the managers and tells them something different- although the main information is all correct, we all hear it differently and in different ways from her. This causes major confusion! Due to the confusion this has been causing us we have all told the director that we need to go back to the way the communication...
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...management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the customer, environment and its resources and change their approach in doing business (paradigm shift). Senior management has to give clear goals and utilize the Total Quality Management (TQM) philosophy. Failure by top managed clearly state the objective of the project meant that it had no master plan and schedule. When the project was initiated the objective was to gain worldwide respect not to satisfy a customer and let the respect follow as an outcome. Top management failure is more evident through lack of proper feasibility study on the location and the customer getting customer Users Requirements Specifications (URS). There was no plan in place as such the project team did not exist at all. The machines were hastily installed; lay out set as per other factories not designed to cater for this customer. The location was never considered as what effect it might cause to the customer. Top management did not address the diversity issue an as a result communication was hampered by language differences. They took it for granted that the business ethics were the same through even in Japan. The type of customer, the location and workers were not included in their...
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...company’s creditors can only look to the share capital for the payment in the event of a winding up. To protect creditors, a general rule known as the rule in Trevor v Whitworth was developed to prohibit a company from reducing its share capital because a reduction in capital would prejudice the rights of creditors. Moreover, the reduction would in effect diminish the pool of funds available to the company to pay its creditors. The rule in Trevor v Whitworth has been incorporated into Ch 2J of the Corporations Act 2001.Certain provisions of the Corporations Law 2001 seek to enforce the rule Trevor v Whitworth. There are a few Sections of the Corporations Act 2001 that enforce the maintenance of capital principle (or the rule of Trevor v Whitworth). Section 254T of the Corporations Act 2001 stated that a dividend may only be paid from profits. The Section 254T of the Corporations Act 2001 states that a company must not pay a dividend unless: the company’s assets exceed its liabilities before the dividend is declared and the excess is sufficient for the payment of the dividend, and; the payment of the dividend is fair and reasonable to the company’s shareholders as a whole and; the payment of the dividend does not materially prejudice the company’s ability to pay its creditors. This means that a dividend can be sourced otherwise than from profits. Moreover, Section 259 A of the Corporations Act 2001 prohibits self-acquisition. A company directly acquiring its own shares is prohibited...
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...213-255_Trevino_08p4.qxd 6/21/06 5:18 PM Page 213 PA R T IV ETHICS AND THE ORGANIZATION 213 213-255_Trevino_08p4.qxd 6/21/06 5:18 PM Page 214 CHAPTER 8 ETHICAL PROBLEMS OF ORGANIZATIONS INTRODUCTION In the third quarter of 2002, the Brookings Institution, a Washington, D.C., think tank, estimated that the corporate scandals that began with the Enron debacle in late 2000 would cost the U.S. economy $35 billion. That is the equivalent of a $10 increase per barrel of oil.1 It is, in a word, staggering. And we may not have seen the end of it. Long before Enron’s collapse, a number of business ethicists and business professionals watched with concern as Wall Street analysts demanded increasingly strong corporate financial performance to support rising corporate stock prices. At the same time, the gargantuan compensation packages (including stock options) of the top executives running these companies became inextricably linked to their companies’ stock prices. In 1990, average CEO pay at major corporations was 107 times the pay of the average worker. By 2004, CEO pay had risen to 431 times the pay of the average employee. (If the pay of average workers in the United States had risen as fast as CEO pay, the lowest paid workers would be earning $23.03 an hour, not $5.15 an hour.)2 It was an “accident” waiting to happen, although everyone was making so much money in the market that no one wanted to admit that something could be fundamentally...
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...management of that process e.g. the allocation and maintenance of machinery and resources. Strategic role of operations The strategic role of operations management involves long term management issues (3-5 years). Cost leadership Involves producing goods or services at the lowest possible cost. If a business can keep its costs low then it will maximise its profits giving the business a competitive advantage over its competitors. Good/service differentiation By differentiating its good/services a business will make its output stand out from its competitors and therefore capture greater market share. Goods and/or services in different industries Goods and services in different industries will always be differentiated from one another. They will always try to differentiate themselves from their competitors in order to attract customers. Influences on operations There are seven major influences on operations: * Globalisation - Globalisation is known as the increasing economic and financial integration of economies globally. The term broadly refers to the global alterations that are taking place to eliminate national boundaries from the key business functions. * Technology – Technology has also had a great influence on production. Businesses must access the latest technology in order to compete effectively. Newer technology makes the production process cheaper and more efficient. Recent technologies include robotics, computer assembly lines, computer...
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...managing NOW! Gary Dessler Florida International University Jean Phillips Rutgers University Houghton Mifflin Company Boston New York To Samantha Vice President, Executive Publisher: George Hoffman Executive Sponsoring Editor: Lisé Johnson Senior Marketing Manager: Nicole Hamm Development Editor: Julia Perez Cover Design Manager: Anne S. Katzeff Senior Photo Editor: Jennifer Meyer Dare Senior Project Editor: Nancy Blodget Editorial Assistant: Jill Clark Art and Design Manager: Jill Haber Senior Composition Buyer: Chuck Dutton Cover photo credits Main image: © Bryan F. Peterson/CORBIS Lower left image: © Stockbyte/Getty Images Lower right image: © David Oliver/Getty Images Additional photo credits are listed on page 516. Copyright © 2008 by Houghton Mifflin Company. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system without the prior written permission of Houghton Mifflin Company unless such copying is expressly permitted by federal copyright law. Address inquiries to College Permissions, Houghton Mifflin Company, 222 Berkeley Street, Boston, MA 02116-3764. Printed in the U.S.A. Library of Congress Control Number: 2007924351 Instructor’s exam copy : ISBN-13: 978-0-618-83347-4 ISBN-10: 0-618-83347-1 For orders, use student text ISBNs: ISBN-13: 978-0-618-74163-2 ISBN-10: 0-618-74163-1 1 2 3 4 5 6 7...
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... Table of Contents Chapter I: Management Practices in European, American and Asian Companies Unit 1 – The Man Who Invented Management ….…………………..8 Unit 2 –Want a Nice Piece of a Chaebol?...........................................27 Unit 3 – Last Tango in Detroit?........................………………….…..33 Unit 4 – Lean, Mean, and… German? ………………………………41 Unit 5 – How Failure Breeds Success…………………………….....48 Chapter II: Supply Chain Management Unit 6 – Inventories Won’t Kill Growth …………………………....56 Unit 7 – Moving up the Corporate Agenda ………………………....63 Chapter III: Management Strategies Unit 8 - Beg, Borrow - and Benchmark …………….……………...70 Unit 9 - TQM – More than a Dying Fad? ………………………….78 Unit 10 - Reengineering: What happened? ………………….……. 88 Unit 11 - Tearing up the Jack Welch Playbook……………………101 Chapter IV: Some Macroeconomic Issues Unit 12 - Hawk...
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...only for the personal use of the purchaser, see copyright clause. The course has been broken down into eight lessons each of which should be considered as approximately one week of study for a full time student. Solve the reinforcement problems verifying your answer with the suggested solution contained at the back of the distance learning pack. When the lesson is completed, repeat the same procedure for each of the following lessons. At the end of lessons 2, 4, 6 and 8 there is a comprehensive assignment that you should complete and submit for marking to the distance learning administrator. Submission Procedure 1. After you have completed a comprehensive assignment clearly identify each question and number your pages. 2. If you do not understand a portion of the course content or an assignment question indicate this in your answer so that your marker can respond to your problem areas. Be as specific as possible. 3. Arrange the order of your pages by question number and fix them securely to the data sheet provided. Adequate postage must be affixed to the...
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... experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture, it's shown in (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) how committed employees are towards collective objectives. It affects the organization's productivity and performance, and provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment. It also extends to production-methods, marketing and advertising practices, and to new product creation. Organizational culture is unique for every organization and one of the hardest things to change. Organizational culture is the behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving...
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...Starbucks Coffee Executive Summary STARBUCKS COFFEE COMPANY EXECUTIVE SUMMARY Starbucks Coffee Company is North America's leading roaster and retailer of specialty coffees. Headquartered in Seattle, WA, Starbucks has 931 retails stores and 75 major airport locations. The Company's objective is to establish Starbucks as the most recognized and respected brand of coffee in the world. To achieve this goal, the Company will continue to rapidly expand its retail operations, grow its mail order and specialty sales operations, and selectively pursue other opportunities to leverage and grow the Starbucks brand through the introduction of new products and the development of new distribution channels. Employees are one of the most important resources to Starbucks. If the company is to prosper, the employees must be treated well. All employees are eligible for Starbucks' health care and benefits package, as well as a starting wage above the minimum. Starbucks' strong commitment to the environment is guided by an environment committee. The Company endeavors to offer an environmentally safe product, as it believes that the welfare of people, plant and product are linked. Starbucks prides itself on being a "good citizen" locally and in the various coffee producing countries. They make significant contributions to local charities that focus on children, the environment, the homeless, and AIDS research/support. Financially, Starbucks has had solid earnings and returns. While still in the...
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...Model attached in the appendix outlined five significant factors that can assist in determining the level of corporate governance of the selected firms. These include: * Appropriate Board Structure And Composition * Management Compensations * Integrity in Financial Reporting * Effective Risk management * Corporate Social Responsibility Selected companies are likely to have a well-established corporate governance system if the selected companies achieve high ratings in these corporate governance factors. This report will apply these five factors to each corporation including Commonwealth Bank of Australia, Fast Retailing Co. ltd, Facebook, Tesco Plc. and Tata Motors Ltd. Based on our evaluation, selected companies have failed to meet certain criteria in our measures of the Assessment model. For example, both Facebook and Fast Retailing’s board lack independence, they do not separate the role of chairman and CEO; CBA and Tata...
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...VOLUME NO. 3 (2013), ISSUE N O. 12 (DECEMBER ) ISSN 2231-1009 A Monthly Double-Blind Peer Reviewed (Refereed/Juried) Open Access International e-Journal - Included in the International Serial Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, ProQuest, U.S.A., EBSCO Publishing, U.S.A., Cabell’s Directories of Publishing Opportunities, U.S.A., Open J-Gage, India [link of the same is duly available at Inflibnet of University Grants Commission (U.G.C.)], Index Copernicus Publishers Panel, Poland with IC Value of 5.09 & number of libraries all around the world. Circulated all over the world & Google has verified that scholars of more than 2980 Cities in 165 countries/territories are visiting our journal on regular basis. Ground Floor, Building No. 1041-C-1, Devi Bhawan Bazar, JAGADHRI – 135 003, Yamunanagar, Haryana, INDIA http://ijrcm.org.in/ VOLUME NO. 3 (2013), ISSUE N O. 12 (DECEMBER ) ISSN 2231-1009 CONTENTS Sr. No. TITLE & NAME OF THE AUTHOR (S) PALLAWI UNMESH BULAKH & DR. AJIT MORE ORGANISATIONAL CULTURE AMONG THE APPAREL MANUFACTURING AND EXPORTING ORGANISATIONS LOCATED IN TIRUPUR CLUSTER DR. J. SHANTHILAKSHMI & S. GANESAN INDIAN CONSUMER BEHAVIOUR ON BRAND LOYALTY: SUBSTANCE STILL SCORES OVER STYLE RIDDHI BISWAS ROLE OF TEACHERS IN QUALITY ASSURANCE IN INDIAN HIGHER EDUCATION DR. ANIL CHANDHOK THE ROLE OF ENTREPRENEURS IN THE ECONOMIC DEVELOPMENT OF INDIA DR. SAMBHAVNA GUPTA, DR. M. K. GUPTA, DR. JASVEEN KAUR & DR. PRADEEP KUMAR...
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