Overview of the Chapter This chapter examines the nature of organizational control and describes the four steps of the control process. It also discusses three types of systems available to managers to control and influence organizational members: output control, behavior control, and organizational culture(clan control). Effective management of organizational change is addressed, as well as the role of the entrepreneur in the change process. LEARNING OBJECTIVES • Define organizational
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Corporation of India Limited. He started a company named Softronics. When that company failed after about a year and a half, he joined Patni Computer Systems in Pune. Murthy and six software professionals founded Infosys in 1981 with an initial capital injection of Rs 10,000, which was provided by his wife Sudha Murthy. Murthy served as the CEO of Infosys for 21 years from 1981 to 2002, and was succeeded by co-founder Nandan Nilekani. At Infosys he articulated, designed and implemented the Global
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SMARTPHONE INDUSTRY IN 2013: SAMSUNG’S DILEMMA1 Mehdi Hossein-Nejad wrote this case under the supervision of Professor W. Glenn Rowe solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or
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Disposable income level of people * Demand and supply conditions * Tax and import export barriers * New avenues to raise capital | Social * Accessibility to technology to differently capable people * Social media *
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0142-5455.htm ER 29,6 Talent management strategy of employee engagement in Indian ITES employees: key to retention Jyotsna Bhatnagar Human Resource Management Area, Management Development Institute, Sukhrali, Gurgaon, India Abstract Purpose – With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship
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focusing on its strengths, its key customers, and the underlying values they need, American Management Technology will increase sales to more than $10 million in three years, while also improving the gross margin on sales and cash management and working capital. This business plan leads the way. It renews our vision and strategic focus: adding value to our target market segments, the small business and high-end home office users, in our local market. It also provides the step-by-step plan for improving
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Policy statement: Georgi Vankov Type of investor: Semi Aggressive (31 points) Investment Objective Seeks to earn long-term capital appreciation with return higher than the average market return. Investor Horizon Accumulation stage: 20-30 years window Primary Risks An investment in the Fund could lose money over short or even long periods. Investor should expect the Fund’s share price and total return to fluctuate within a wide range, like the fluctuations of the overall stock market. There
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A Blueprint for Corporate Governance Fred R. Kaen AMACOM AMERICAN MANAGEMENT ASSOCIATION A Blueprint for Corporate Governance This Page Intentionally Left Blank A Blueprint for Corporate Governance Strategy, Accountability, and the Preservation of Shareholder Value Fred R. Kaen American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D. C. Special discounts on
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MAPAS DE GESTION PRAGMATICA Y VISIONARIA EN ORGANIZACIONES (M2H) Profesor Supervisor Propuesto: Mario Tarride F. Profesor Externo Invitado: Ph D Kenneth Massey CONTENIDOS DE LA PROPUESTA MAPAS DE GESTION VISIONARIA Y PRAGAMATICA EN ORGANIZACIONES 1. Resumen de la propuesta: Todas las organizaciones intentan planear para el corto y largo plazo y ser consecuentes en las acciones que toman para asegurar los intereses de la organización para hoy y para mañana. A fines
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Microsoft Corporation TABLE OF CONTENTS EXECUTIVE SUMMARY BUSINESS SUMMARY COMPANY DESCRIPTION INDUSTRY ANALYSIS COMPETITIVE ANALYSIS HISTORICAL PERFORMANCE FINANCIAL FORECASTS RISKS INDUSTRY RISK REGULATORY LEGAL RISK COMPANY RISK RISKS IN FORECASTS VALUATION DIVIDEND DISCOUNT MODEL PRICE MULTIPLES P/E P/B EV/EBITDA CONCLUSION REFERENCES APPENDICES EXECUTIVE SUMMARY Microsoft is the leading producer of software in the world. The company is made up
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