quality of its human capital. The human capital may be defined as that element of the organisation’s operational sphere that is a living, breathing part of the activities that put the innate resources and factors of production into application. This application results in profits arising out of the activities of the human capital and the efficiency with which this resource carries out its tasks. This in turn, has a bearing on the achievement of the organisation’s goals. (Johnson, 1996. P 13 to 18)
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www.hbr.org How the best Indian companies drive performance by investing in people. Leadership Lessons from India by Peter Cappelli, Harbir Singh, Jitendra V. Singh, and Michael Useem Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 Leadership Lessons from India Reprint R1003G Leadership Lessons from India Idea in Brief The leaders of India’s biggest and fastestgrowing companies take an internally focused, long-term
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Environment 39 05. Q & ANS : Business Policy & Strategic Management 48 06. Q & ANS : Strategic Analysis 57 07. Q & ANS : Strategic Planning 65 08. Q & ANS : Formulation of Functional Strategy 71 09. Q & ANS : Strategy Implementation & Control 79 10. Q & ANS : Reaching Strategic Edge 85 11. Case Studies 93 12. Short Questions 99 Paper 6: Information Technology and Strategic Management (One paper – Three hours – 100 Marks) Level of Knowledge: Working knowledge Section
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The new manufacturing paradigm, which we conceptualise as integrated manufacturing, focuses upon the lateral flow of products and services, and thereby confronts management accounting ideals of hierarchical flows of information for planning and control. In this chapter, we take a closer look at management accounting research and the responses that have been made to the challenge from the new operational practices. We examine the extent to which changes in management accounting practices are observed
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Scrushy did so by subsequently getting his respiratory therapist certification and opening his own rehabilitation center, an all-in-one medical facility that led many to copy his idea. Scrushy founded HealthSouth in 1996 using $1 million in seed capital and turned it into a hugely successful medical services empire worth over $4 billion at its prime (Haddad, Weintraub, & Grow, 2003). HealthSouth had become the largest provider of outpatient surgery, rehabilitation, and diagnostic and imaging services
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The Canadian Banking Oligopoly “A market situation in which control over the supply of a commodity is held by a small number of producers to sell”1, is the standard definition for the market structure of an oligopoly. As simple and as straightforward as the definition may read, an oligopoly is actually a rather complicated and multi-layered market model. In the next few pages of this report I will analyze the oligopoly of the Canadian banking industry and reveal the factors the oligopolists have
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new research directions around the organizational and social aspects of accounting. During this time the accountancy profession was rapidly growing and moving into many new areas, there was a new standard-setting process, greater use of accounting controls in both private and public-sector enterprises, new forms of social accounting, intervention by government in the inflation accounting debate and calls on accounting to change in diverse directions. All of these rapid changes were forcing accounting
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tly A sk ed Fr equen in s Question orporate C FinanCe io, a llocch ur izio D uiry, M a lv i Pa sc a l Q tonio Sa Le Fur , A n Ya nn From the team behind Pierre Vernimmen’s % = Corporate FinanCe + 3 Frequently Asked Questions in Corporate Finance Frequently Asked Questions in Corporate Finance Pierre Vernimmen, Pascal Quiry, Antonio Salvi, Maurizio Dallocchio and Yann LeFur A John Wiley & Sons, Ltd., Publication This edition first published in 2011 Copyright 2011
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A ROAD MAP FOR NATURAL CAPITALISM Business strategies built around the radically more productive use of natural resources can solve many environmental problems at a profit. BY AMORY B. LOVINS. L, HUNTER LOVINS. AND PAUL HAWKEN O ARTWORK BY CRAIG FRAZIER N SEPTEMBER i6, 1 9 9 1 , 3. Small gTOUp of s c i c n t i s t s w a s Isealed inside Biosphere II, a glittering 3.2-acre glass and metal dome in Oracle, Arizona. Two years later, when the radical attempt to replicate the earth's
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CORPORATE FINANCE T H IRD E DIT ION JONATHAN BERK STANFORD UNIVERSITY PETER D E MARZO STANFORD UNIVERSITY Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo To Rebecca, Natasha, and Hannah, for the love and for being there —J. B. To Kaui, Pono, Koa, and Kai, for all the love and laughter —P. D. Editor in Chief:
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