Well-being: Productivity and Happiness at Work

Format: Hardcover

Language: English

Format: PDF / Kindle / ePub

Size: 13.54 MB

Downloadable formats: PDF

People, institutions, rules, regulations, and hierarchies all play major roles in our life. When you understand kindness as kindness, mercilessness arises When you understand love as love, hatred arises Thus Happiness and Unhappiness produce each other Right and Wrong bring about each other Light and Dark reveal each other Health and Illness reflect each other The words have limitations The written things have limitations The said things have limitations The understanding has limitations Therefore the key is not to “understand” such things But to “experience” them … Understanding goes away; experiences do not.

Pages: 224

Publisher: Palgrave Macmillan; 2011 edition (April 15, 2011)

ISBN: 0230249957

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Business models consist of nine basic building blocks; they get implemented by translating the model into concrete elements such as a business structure (organizational model), business processes (workflow), and infrastructure and systems (Osterwalder and Pigneur 2005) pdf. To learn more, visit: www.successfactors.com. Take your knowledge and expertise and transform it into a learning experience that can be accessed around the world epub. They realized that this business was not their strong point and by divesting it they gained much more then they would have had they continued to try and make the business profitable. their suppliers. They make their own parts and tools so that they rely on very few people to keep their company profitable epub. This picture is gradually changing as models, methods, tools and techniques for effective knowledge management are becoming available and as organisations realise the importance of knowledge and thinking to their capacity to adapt to the changing world. For more on Robert Taylor's views on Knowledge Managment, please Click Here , source: Strategic IT-Management: read online http://projectbaseline.org/books/strategic-it-management-increase-value-control-performance-reduce-costs. Product diversification concerns scope of the industries and markets in which the firm competes and how managers buy, create and sell different businesses to match skills and strengths with opportunities presented to the firm Diversification levels Single business Low Dominant business Moderate Related constrained to High >95% revenue from single business 70-95% revenue from single business <70% revenue from dominant business and all businesses share product, technological & distribution linkages <70% revenue from dominant business and limited linkages between businesses <70% revenue from dominant business and no linkages between businesses Diversifying to Enhance Competitiveness Related Diversification- Firm creates value by building upon or extending its resources, capabilities and core competencies • Economies of scope- Cost savings that occur when a firm transfers capabilities and competencies developed in one of its businesses to another of its businesses • Sharing activities • Transferring core competencies • Market power- when firm can sell its products above the existing competitive level and/or reduce the costs of its primary & support activities below competitive level • Vertical integration• Backward integration—a firm produces its own inputs • Forward integration- firm operates own distribution system to deliver its outputs Dr Amit Rangnekar 23 amitrangnekar@gmail.com Unrelated Diversification • Financial economies- cost savings through improved allocations of financial resources, create value through efficient internal capital allocations, purchase other corporations & restructure their assets • Efficient internal capital allocation- Corporate office distributes capital to SBU to create overall value • Business restructuring• Creates value by buying & selling other firms’ assets in external market • Focus on mature, low-technology businesses, not reliant on a client orientation Reasons for Diversification Incentives and Resources with Neutral Effects on Strategic Competitiveness: • Antitrust regulation, Tax laws • Low performance, Uncertain future cash flows • Risk reduction for firm • Tangible resources, Intangible resources Managerial Motives (Value Reduction) • Diversifying managerial employment risk • Increasing managerial compensation Strategic Motives • Economies of scope (related diversification) Sharing activities Transferring core competencies • Market power (related diversification) Blocking competitors through multipoint competition Vertical integration • Financial economies (unrelated diversification) Efficient internal capital allocation Business restructuring Diversification Methods- Internal Ventures, M&A, JV Internal Ventures Internal ventures make use of the R&D programs of the organization • Advantages- Control over the venture, information not shared, profits retained • Disadvantages- High failure risk, lot of time to execute, Internal resources locked Mergers and Acquisitions (M&A) Mergers & acquisitions sometimes undertaken to “buy” innovation than produce in-house • Add scale • Fast way to enter new markets and geographies • Acquire new products / services / technologies / knowledge and skills • Vertically integrate • Fill needs in the corporate portfolio • • • • Merger- when 2 firms agree to integrate operations on a relatively co-equal basis Acquisition- strategy where a firm buys a controlling, or 100% interest in another firm, to make the acquired firm a subsidiary business within its portfolio Takeover- A special type of acquisition when the target firm did not solicit the acquiring firm’s bid for outright ownership Most research indicates that mergers and acquisitions perform poorly Horizontal acquisition •Acquisition in the same industry increases firm’s market power by exploiting cost-based and revenue-based synergies •Acquisitions with similar characteristics result in higher performance than those with dissimilar characteristics Vertical acquisitions •Acquisition of a supplier or distributor of one or more of the firm’s goods or services •Increases a firm’s market power by controlling additional parts of the value chain Related acquisitions •Acquisition of a company in a highly related industry •Difficulty in implementing synergy, make related acquisitions difficult to implement Reasons for acquisitions Increased market power Overcoming entry barriers Low risk compared to NPD Develop new capabilities Competition Diversification Faster to market than NPD Problems with acquisitions Overestimation of synergies Recovering deal premium Integration Inadequate target evaluation Managing size Too much diversification Complacency Restructuring • A strategy through which a firm changes its set of businesses or financial structure • Failure of an acquisition strategy often precedes a restructuring strategy • Due to changes in the external or internal environments Restructuring strategies: Strategy What happens Down Reduction in number of sizing employees/operating units Down Divestment / spin-off to scoping eliminate non core businesses & refocus Leveraged A party buys the firm’s buyouts assets to take it private Can correct managerial mistakes, facilitate entrepreneurial growth Strategy where a firm sells its goods or services, outside its domestic market , source: Global Strategy (with World download pdf projectbaseline.org.

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You never know where the next important idea will come from. Now, gather your employees into teams and identify opportunities and problems to work on; allow them the time to brainstorm, to study other technologies, to benchmark – especially sending them to Japan on study groups. View your company as if it was an on-going university, everyone working towards degrees download. Reinforcement - what is being done to ensure that the executive maintains the role of "active and visible" sponsor throughout the change? In Scenario 1 where the executive may be uncomfortable in this role, the team must begin by building awareness of the need for the executive's sponsorship and strengthen the executives desire to act in this role. The biggest task, however, will be to develop the right knowledge and skills so that the executive is prepared and able to do this correctly and professionally, and feel comfortable that they are doing the right thing , source: Looking Around Corners: The Art of Problem Prevention http://projectbaseline.org/books/looking-around-corners-the-art-of-problem-prevention. Faculty from over 36 universities—primarily from the U. S. as well as from Mexico, Spain, India, Europe, and Africa—work with JC:HEM to provide courses online to refugees at camps in Malawi, Kenya, Chad, and to urban refugees in Jordan , e.g. Controlling Chaos: download pdf projectbaseline.org. In addition, all of the normative data is based upon responses to all six statements that measure each leadership practice. If an individual did not have a response to one or more statements that comprise a practice we would be less confident in both the reliability and validity of their data Summary: Fast Second - download epub http://projectbaseline.org/books/summary-fast-second-constantinos-markides-and-paul-geroski-how-smart-companies-bypass-radical. Without a strategy or reasons for being (mission), companies find it difficult to design an effective structure. and change strategy over time , cited: Advisory Boards in Startups: Investigating the Roles of Advisory Boards in German Technology-Based Startups http://projectbaseline.org/books/advisory-boards-in-startups-investigating-the-roles-of-advisory-boards-in-german-technology-based. Economic rent is what companies earn over and above the cost of the capital employed in their business. It is the measure of the competitive advantage, and competitive advantage is the only means by which companies in competitive markets can earn economic rent. The objective of a company is to increase its economic rent, rather than its profit as such. "A company which increases its profits but not its economic rent � as through investments or acquisitions which yield less than the cost of capital � destroys value."4 The perspective of economic rent forces the question 'why can't competitors do that?' into discussion online.

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Professor Porter's ideas are the foundation for courses on strategy and competitiveness, and his work is taught at virtually every business school in the world. At Harvard, Professor Porter's course, Microeconomics of Competitiveness, is a graduate course open to students from across the university Strategic Management: an Integrated Approach Strategic Management: an Integrated. Artists rely on their intuition much more than those who are analytically trained. Analytical people tend to take a complex problem and reduce it to its component parts in an effort to solve it step by step. Artists, however, attempt to make giant leaps to a solution, seeming to ignore all constraints Leadership and Organizational read epub read epub. How would a firehose made into a wallet be useful Delivering Profitable Value - download pdf download pdf? It begins with a little introspection—understanding why you want to lead, what motivates you to do so and understanding how you learn , cited: Unveiling Women's Leadership: Identity and meaning of leadership in India read pdf. You have exceeded the maximum character limit. Please provide a Corporate E-mail Address. By submitting my Email address I confirm that I have read and accepted the Terms of Use and Declaration of Consent. By submitting your personal information, you agree that TechTarget and its partners may contact you regarding relevant content, products and special offers Summary: It's Not What You Say...It's What You Do - Laurence Haughton: How Following Through at Every Level Can Make or Break Your Company projectbaseline.org. At the same time, I worked with their leadership to instill more autonomy & empowerment across the board , e.g. Mavericks at Work: Why the Most Original Minds in Business Win download online. Why does the world need another smartphone, laundry detergent, fizzy sugar water, or department store brand? Pick your category and you will find a brand leader and a brand follower. The brand leader always brings new value to the user–delighting them with magic and surprise. The brand follower is heads down managing process and worried about marketing ROI pdf. Consider scheduling check-ins with team members for feedback. This can even be done by email to keep things simple. Of course, setting a timeline for success—with deadlines—is essential to help keep the end-goal in mind Clash of the Titans: How the Unbridled Ambition of Ted Turner and Rupert Murdoch Has Created Global Empires that Control What We Read and Watch Clash of the Titans: How the Unbridled. Several logistics hubs around the world are now transporting the products to different countries and territories. IKEA‘s flat packs play an important role in transportation to keep the costs low Understanding Competitive download for free Understanding Competitive Advantage: The. This year we had over 3,000 for every role, company size, and industry online. A journal is an important tool for reflection on a leader's journey to excellence. Remember, the value of these activities and discussion questions is not in the doing but in the follow-on discussion with you, the coach ref.: Beyond Price download for free projectbaseline.org. While we can choose to enjoy the process, the end result is always at the end of an arc, always the result of many steps, of earning trust, of building a connection The Battle for the Soul: A Comparative Analysis in an Age of Doubt download epub. A team that squabbles, with team members unwilling to “give up” their high potential talent, is only paying lip service and eventually will be the poorer for it. All of this requires time, typically in short supply, and discipline Digital Vortex: How Today's Market Leaders Can Beat Disruptive Competitors at Their Own Game Digital Vortex: How Today's Market. The formula for calculating Return on Investment (ROI) [2] is: The Benefit Of Project is based on the project’s purpose. The purpose could range from increasing sales to reducing the cost of handling customers , source: The Transformation of Management: On Grand Strategy (Macmillan Business) blog.scirp.org.

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