...Beoordeling van adviesrapport DRLADV1A.5 vanuit bedrijfseconomisch perspectief Eric Jordans MBA 6 januari 2015 Inhoudsopgave Voorwoord 3 1. Waarom wil je de financiële ontwikkeling van een bedrijf analyseren 4 2. Data collectie 4 3. Data verrijking – berekeningen 5 4. Informatie - vergelijkingen en verklaringen 6 4.1 Vergelijken 6 4.2 Verklaren 7 5. Aanbevelingen - welke stappen moet je nemen om te komen tot gewenste situatie 9 Voorwoord Binnen de opleiding SBRM is gestart met zogenaamde Retail project. Studenten werken in een groep aan de een opdracht bij een bedrijf en leveren een adviesrapport op. Mij werd gevraagd de financiële paragrafen van dit rapport te beoordelen. Een checklist werd mij ter beschikking gesteld. De studenten werd een feedback rapport toegezegd. Tijdens de beoordeling van het eerste rapport aan de hand van de checklist werd mij duidelijk wat wij de studenten hebben gevraagd te doen. Het schrijven van een individueel feedback rapport per adviesrapport zou veel herhaling gaan betekenen. Derhalve besloot ik deze notitie te schrijven welke ik aan de student groepen ter beschikking stel met als doel hen op deze wijze te ondersteunen bij het eventueel repareren van hun rapport. Deze notitie kan door de student worden gebruikt om hun eigen werk te beoordelen, tekortkomingen vast te stellen en verbeteringen door te voeren. Deze notitie kan ook bij toekomstige onderwijsactiviteiten worden benut. 1. Waarom wil je de financiële...
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...Vision, Mission & Values and Generic Strategy MGMT90146 Strategic Management Week2 Tom Osegowitsch and Dean Xu 1 Today’s Agenda House-keeping Vision, Mission & Values; Generic Strategy Yellow Tail Case Capstone: more tips, team formation. 2 Reference Textbooks Grant, R.M. “Contemporary Strategy Analysis” (recent editions) Blackwell Publishing Dess, G.G., Lumpkin, G.T., & Eisner A.B. “Strategic Management” (recent editions), McGraw-Hill Barney, J.B. & Hesterly, W.S. “Strategic Management and Competitive Advantage” (recent editions) Pearson. Hill, C.L.W., Jones, G.R., Galvin, P., & Haidar, A. “Strategic Management: An Integrated Approach” (recent editions) John Wiley & Sons Australia All available in library. 3 RECALL: Elements of Strategic Management Process Strategic Analysis Strategy Formulation Implementation 4 Strategic Analysis Vision, Mission, Values External Analysis Internal Analysis Vision, mission, values; External Analysis; and Internal Analysis are inputs for Strategy Formulation. 5 VISION, MISSION & VALUES Definitions Three interrelated concepts Terms used rather indiscriminately, sometimes synonymously (also: charter, ideology, creed or credo, ethos…) 6 Definitions (cont’d) Collins & Porras 1996 vs. Mission & Values Vision …as defined in this subject 7 Top Management’s Evolving Role Traditional View Defining a clear strategic plan Emerging View Articulating...
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...The Social Responsibility of Business is to Increase its Profits by Milton Friedman The New York Times Magazine, September 13, 1970. Copyright @ 1970 by The New York Times Company. When I hear businessmen speak eloquently about the "social responsibilities of business in a free-enterprise system," I am reminded of the wonderful line about the Frenchman who discovered at the age of 70 that he had been speaking prose all his life. The businessmen believe that they are defending free enterprise when they declaim that business is not concerned "merely" with profit but also with promoting desirable "social" ends; that business has a "social conscience" and takes seriously its responsibilities for providing employment, eliminating discrimination, avoiding pollution and whatever else may be the catchwords of the contemporary crop of reformers. In fact they are–or would be if they or anyone else took them seriously– preaching pure and unadulterated socialism. Businessmen who talk this way are unwitting puppets of the intellectual forces that have been undermining the basis of a free society these past decades. The discussions of the "social responsibilities of business" are notable for their analytical looseness and lack of rigor. What does it mean to say that "business" has responsibilities? Only people can have responsibilities. A corporation is an artificial person and in this sense may have artificial responsibilities, but "business" as a whole cannot be said to have...
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...Journal of Information Technology (2014), 1–4 palgrave-journals.com/jit/ © 2014 JIT Palgrave Macmillan All rights reserved 0268-3962/14 Commentary Is theory king?: a rejoinder David Avison, Julien Malaurent ESSEC Business School, Paris, France Correspondence: D Avison ESSEC Business School, Cergy-Pontoise, 95021 France. E-mail: avison@essec.fr Abstract In this rejoinder we discuss six commentaries to our earlier debates and perspectives paper `Is theory king?: questioning the theory fetish in information systems’. We argue again for theory light rather than theory free papers, we discuss the potential scope of theories in information systems, we reflect on our terminology and exemplar paper, and we discuss the relevance of our arguments on quantitative research before looking at potential further opportunities to debate this important issue for information systems. Journal of Information Technology advance online publication, 7 October 2014; doi:10.1057/jit.2014.24 Keywords: Theory; theory light; qualitative research; journals W Introduction e are fortunate indeed to be able to respond to six commentaries on our insights and perspectives article ‘Is theory king?: questioning the theory fetish in information systems’, where we advocated what we called ‘theorylight’ papers. Five of the respondents are leading scholars and researchers in the field of information systems (IS) – Deborah Compeau with Fernando Olivera (associate professor of organizational behaviour)...
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...| Eenmanszaak | VOF | NV/BV | Vermogensbehoefte | Gering | Gering (>dan eenmanszaak) | Groot (NV>BV) | Leiding | Eigenaar | Eigenaren | Directie/bestuur | Scheiding leiding & eigendom | Nee (hoofdelijk aansprakelijk) | Nee (hoofdelijk aansprakelijk) | Ja (rechtspersoon) | Aansprakelijkheid | Eigenaar met zakelijk en privévermogen | Eigenaren met zakelijk en privévermogen | Nv / bv zelf | Continuïteit | Slecht | Slecht, beter dan eenmanszaak | Uitstekend | Zeggenschap | Eigenaar | Eigenaren | Algemene vergadering van aandeelhouders | Winstbelasting | Inkomensbelasting | Inkomensbelasting | Vennootschapsbelasting | Publicatie jaarrekening | Niet verplicht | Niet verplicht | verplicht | | Voordelen | Nadelen | Eenmanszaak | - snel beslissingen nemen- eigenaar krijgt volle winst | - voorbestaan is sterk afhankelijk van de eigenaar- ev is moeilijk uit te breiden- onbeperkte aansprakelijkheid | VOF | - groter vermogen dan eenmanszaak- betere continuïteit- meer mogelijkheden om het werk te verdelen | - grotere kans op onenigheid in de leiding- vaak bij uitbreiding weinig vermogen- onbeperkte aansprakelijkheid | NV/BV | - grote vermogens- Scheiding van leiding en eigendom maakt het mogelijk deskundige bestuurders in dienst te nemen | - aandeelhouders zijn weinig bij de onderneming betrokken- kans op overname door bod op aandelen- directie kan te grote financiële risico’s nemen | Organen van een nv: 1. Algemene vergadering van aandeelhouders...
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...ISSN 1392-2785 ENGINEERING ECONOMICS. 2009. No 1 (61) COMMERCE OF ENGINEERING DECISIONS Organizational Culture Types as Predictors of Corporate Social Responsibility* Ülle Übius, Ruth Alas Estonian Business School, Estonia, Tallinn 10114, Lauteri 3 The purpose of this paper is to investigate connections between corporate social responsibility and organizational culture types. The survey was conducted in Estonian, Chinese, Japanese, Russian, Czech, Finnish, German and Slovakian electric-electronic machine, retail store and machine-building enterprises. The main aim of the study is to find connections between corporate social responsibility and different organizational culture types. According to Cameron and Quinn (1998), culture defines the core values, assumptions, interpretations and approaches that characterise an organization. Competing Values Framework is extremely useful in helping to organize and interpret a wide variety of organizational phenomena. The four dominant culture types – hierarchy, market, clan and adhocracy emerge from the framework. According to Strautmanis (2007), social responsibility is part of organizational culture and a value in the organizational culture environment. Development of social responsibility is a change in values orientation, whose task is shaping the attitudes, transformation of the personal position so that it matches individual and public interests. Different organizations have framed different definitions about corporate social responsibility...
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...ECIPE OCCasIOnal PaPEr • no. 2/2010 REGIONAL ECONOMIC INTEGRATION IN ASIA: THE TRACK RECORD AND PROSPECTS By Razeen Sally Razeen Sally (razeen.sally@ecipe.org) is Director of ECIPE and on the faculty of the London School of Economics www.ecipe.org info@ecipe.org Rue Belliard 4-6, 1040 Brussels, Belgium Phone +32 (0)2 289 1350 ECIPE OCCASIONAL PAPER ExECuTIvE SuMMARy This is the season for regional-integration initiatives in Asia. There is talk of region-wide FTAs, and there are east-Asian initiatives on financial and monetary cooperation. But grand visions for Asian regional blocs are not achievable. Regional economic integration is most developed in east Asia, but only because of manufacturing supply chains linked to global markets. South Asia is the most malintegrated region in the world. And east and south Asia are much less integrated in finance than they are in trade and FDI – due to highly restrictive national policies governing financial markets. Asia’s existing FTAs are “trade light”. They are largely limited to tariff cuts, but have barely tackled non-tariff regulatory barriers in goods, services and investment, and are bedevilled by complex rules of origin requirements. An APEC FTA initiative has gone nowhere – entirely predictable given such a large, heterogeneous grouping. An east-Asian or a pan-Asian FTA, by discriminating against third countries, would compromise regional production networks linked to global supply chains. Moreover, huge economic...
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...Occasional Paper 5 The Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies...
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...Occasional Paper 5 The Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational...
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...Samenvatting_IM.pdf Samenvatting International Marketing: college(s)2011/2012 Tilburg University | Marketing Management | International Marketing Verspreiden niet toegestaan | Gedownload door: Jolien De Klerk | E-mail: joliendeklerk@hotmail.com SAMENVATTING INTERNATIONAL MARKETING 2011/2012 Week 1: Introduction to global marketing Marketing = an organization function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. Global marketing = focus with recourses and competencies on global market opportunities and threats. The difference is de scope of activities. A global company conducts important activities outside the home-country market. Deze globalisatie activiteiten kunnen met alle groeistrategieën plaatsvinden: Companies that understand and engage in global marketing can offer more overall value to consumers than companies that do not have that understanding. The discipline of marketing is universal. It is natural however that marketing practices will vary per country, for the simple reason that the countries and peoples of the world are different (preferences, competitors, channels and communication media). The differences mean that a marketing approach that has proven successful in 1 country doesn’t mean that this will work in another country. An important thing is to recognize the extent to which it is possible to extend marketing...
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...Venture Capital and Private Equity Contracting This page intentionally left blank Venture Capital and Private Equity Contracting An International Perspective Douglas J. Cumming Associate Professor and Ontario Research Chair, York University – Schulich School of Business, Toronto, Ontario, Canada Sofia A. Johan Senior Research Fellow, Tilburg Law and Economic Centre (TILEC), Tilburg, The Netherlands AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Academic Press is an imprint of Elsevier Academic Press is an imprint of Elsevier. 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA 525 B Street, Suite 1900, San Diego, California 92101-4495, USA 84 Theobald’s Road, London WC1X 8RR, UK Copyright © 2009, Elsevier Inc. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from the publisher. Permissions may be sought directly from Elsevier's Science & Technology Rights Department in Oxford, UK: phone: ( 44) 1865 843830, fax: ( 44) 1865 853333, E-mail: permissions@elsevier.com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting “Support & Contact” then “Copyright and Permission” and then “Obtaining Permissions.” Library of Congress Cataloging-in-Publication...
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...Leadership Learnings From Bloggers 2008 Edition Leadership Learnings from Bloggers 2008 Edition Released February 2009 Aggregated and produced by Exponential Media, a Division of Exponential Network Leadership Learnings from Bloggers is a collection of blog posts on leadership from over 20 national leaders / bloggers. Disclaimer In selecting the 20+ bloggers for this resource, we choose leaders with experience on the front lines. However, Exponential Network makes no warranties or representations regarding the accuracy, validity or originality of each blogger’s content. Exponential Network is serving as an aggregator of leading bloggers and does not necessarily agree with the opinions and beliefs represented in individual posts. We’ve attempted to include their content verbatim from their web sites except for obvious typographical errors. Statement of Copyright The individual posts in this eBook are the copyright of each author. These authors have agreed to make the aggregation of these posts available free of charge via this eBook. The following conditions apply to the use of this free eBook resource: Share. Just as the authors are sharing this eBook with you, you may copy, distribute and transmit the work to others. Attribution. You must attribute the work in the manner specified by each blog post author (but not in any way that suggests that they endorse you or your use of the work). Noncommercial. You may not use this work for commercial purposes for financial...
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...THE INDONESIA CORPORATE GOVERNANCE MANUAL First Edition IFC Advisory Services in Indonesia In Partnership with: THE INDONESIA CORPORATE GOVERNANCE MANUAL First Edition Jakarta, January 2014 i Disclaimer IFC, a member of the World Bank Group, creates opportunity for people to escape poverty and improve their lives. We foster sustainable economic growth in developing countries by supporting private sector development, mobilizing private capital and providing advisory services. The Indonesia Corporate Governance Manual (CG Manual) was commissioned by IFC as part of the Indonesia Corporate Governance Program that IFC is implementing in Indonesia since 2012. This manual is distributed with the understanding that neither the authors, nor the organizations, countries they represent, nor the publisher are engaged in rendering legal or financial advice. The material in this Manual is set out in good faith for general guidance, and no liability can be accepted for any possible loss or expense in incurred as a result of relying on the information contained herein. This publication is not intended to be exhaustive. It should not be relied upon as a basis for formulating business decisions. On all financial issues and questions, an accountant, auditor, or other financial specialist should be consulted. A lawyer should be consulted on all legal issues and questions. As the laws in the Republic of Indonesia are constantly changing, legal rules referred...
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