This white paper examines the relationship between high performance organizations (HPOs) and macroeconomic performance. It defines key characteristics of HPOs as customer orientation, quality emphasis, innovation, and effective leadership. The paper presents a model by which HPOs can positively influence macroeconomic indicators like GDP through consumption, investment, and international trade. An empirical analysis of a global employee survey across 27 countries finds statistically significant correlations between country-level HPO characteristics and economic growth and labor productivity. Countries with a higher prevalence of customer-oriented, quality-focused, innovative organizations led by effective leaders tend to have stronger macroeconomic performance.
This document summarizes a study on the relationship between corporate innovation and organizational performance in the telecommunications industry in Somalia. The study used a cross-sectional survey of 180 employees from telecom companies in three cities. It found that technological innovation, administrative innovation, and strategic innovation all had a statistically significant positive effect on organizational performance. Therefore, telecom companies need to focus on these factors to maintain their performance in the future.
Creating superior operational performance through total quality management pr...Alexander Decker
This document summarizes a study that investigated the effect of total quality management (TQM) practices on operational performance at manufacturing companies in Surabaya, Indonesia. The study classified critical TQM practices into three factors: strategic, tactical, and operational. A questionnaire was distributed to 118 medium and large manufacturing companies. Data analysis found that tactical factors were the strongest predictor of operational performance. Overall, TQM practices had a positive effect on operational performance, with tactical factors playing a particularly important role. The study provides empirical evidence on the relationship between TQM practices and operational performance at manufacturing companies.
This document discusses internal analysis and competitive advantage. It defines competitive advantage as having a higher profit rate than competitors in an industry. Competitive advantage can come from low costs or differentiation. The building blocks of competitive advantage are discussed as efficiency, quality, customer responsiveness, and innovation. These allow companies to create value for customers. Resources, capabilities, and core competencies are also examined in generating competitive advantage. Factors like barriers to imitation, industry dynamics, and a company's strategic commitments influence how long an advantage will last. Reasons for company failure include inertia, prior strategic missteps, and the Icarus paradox. Maintaining advantage requires continuous improvement, benchmarking, and overcoming inertia.
This document discusses the author's dissertation topic on creating competitive advantage for Thailand's independent hotel businesses.
It includes definitions and examples of key variables like firm performance, competitive advantage, competitive environment, and internal resources. Metrics for measuring these variables are also presented, such as financial measures like sales growth and non-financial measures like customer satisfaction.
Survey results are shown relating competitive advantage to firm performance, with a beta of 0.48 indicating a 48% relationship. Metrics for assessing competitive advantage include cost effectiveness and product differentiation strategies around efficiency, costs, and new product development.
This document provides an overview of the contents to be covered in the GBBA 301A and GBBA 301B courses on fundamentals of business environment. The GBBA 301A course will cover topics such as components of culture, economic systems and policies in India, political systems, legal environment, and financial environment. The GBBA 301B course will involve students conducting environment scans of companies, analyzing socio-cultural differences across countries, studying economic environments, comparing political systems, and examining foreign exchange rates. Both courses aim to help students understand the business environment concept.
This document summarizes a literature review on business process reengineering (BPR). It analyzes 27 peer-reviewed articles on BPR published between 2012 and 2021 in the Scopus database. Key findings include:
1) The most publications were in 2015 and 2016, with journals like the Journal of Business Process Management publishing multiple articles.
2) Research covered issues like loss of employee autonomy and challenges implementing BPR in sectors like healthcare and aviation. Advantages included improved efficiency and competitiveness.
3) Future research prospects include further examining BPR implementation barriers in different contexts and sectors.
The document provides an overview of key concepts in business management including the 5 functional areas of business (management, operations, marketing, accounting, and finance), and factors that influence businesses both internally and externally. It discusses management, operations, marketing, accounting, and finance functions. It also explains internal factors like leadership and resources, and external factors like political, economic, social and technological aspects that impact businesses. SWOT and PEST analysis frameworks are introduced to analyze strengths, weaknesses, opportunities, threats, and external environmental factors.
This document summarizes a study on the relationship between corporate innovation and organizational performance in the telecommunications industry in Somalia. The study used a cross-sectional survey of 180 employees from telecom companies in three cities. It found that technological innovation, administrative innovation, and strategic innovation all had a statistically significant positive effect on organizational performance. Therefore, telecom companies need to focus on these factors to maintain their performance in the future.
Creating superior operational performance through total quality management pr...Alexander Decker
This document summarizes a study that investigated the effect of total quality management (TQM) practices on operational performance at manufacturing companies in Surabaya, Indonesia. The study classified critical TQM practices into three factors: strategic, tactical, and operational. A questionnaire was distributed to 118 medium and large manufacturing companies. Data analysis found that tactical factors were the strongest predictor of operational performance. Overall, TQM practices had a positive effect on operational performance, with tactical factors playing a particularly important role. The study provides empirical evidence on the relationship between TQM practices and operational performance at manufacturing companies.
This document discusses internal analysis and competitive advantage. It defines competitive advantage as having a higher profit rate than competitors in an industry. Competitive advantage can come from low costs or differentiation. The building blocks of competitive advantage are discussed as efficiency, quality, customer responsiveness, and innovation. These allow companies to create value for customers. Resources, capabilities, and core competencies are also examined in generating competitive advantage. Factors like barriers to imitation, industry dynamics, and a company's strategic commitments influence how long an advantage will last. Reasons for company failure include inertia, prior strategic missteps, and the Icarus paradox. Maintaining advantage requires continuous improvement, benchmarking, and overcoming inertia.
This document discusses the author's dissertation topic on creating competitive advantage for Thailand's independent hotel businesses.
It includes definitions and examples of key variables like firm performance, competitive advantage, competitive environment, and internal resources. Metrics for measuring these variables are also presented, such as financial measures like sales growth and non-financial measures like customer satisfaction.
Survey results are shown relating competitive advantage to firm performance, with a beta of 0.48 indicating a 48% relationship. Metrics for assessing competitive advantage include cost effectiveness and product differentiation strategies around efficiency, costs, and new product development.
This document provides an overview of the contents to be covered in the GBBA 301A and GBBA 301B courses on fundamentals of business environment. The GBBA 301A course will cover topics such as components of culture, economic systems and policies in India, political systems, legal environment, and financial environment. The GBBA 301B course will involve students conducting environment scans of companies, analyzing socio-cultural differences across countries, studying economic environments, comparing political systems, and examining foreign exchange rates. Both courses aim to help students understand the business environment concept.
This document summarizes a literature review on business process reengineering (BPR). It analyzes 27 peer-reviewed articles on BPR published between 2012 and 2021 in the Scopus database. Key findings include:
1) The most publications were in 2015 and 2016, with journals like the Journal of Business Process Management publishing multiple articles.
2) Research covered issues like loss of employee autonomy and challenges implementing BPR in sectors like healthcare and aviation. Advantages included improved efficiency and competitiveness.
3) Future research prospects include further examining BPR implementation barriers in different contexts and sectors.
The document provides an overview of key concepts in business management including the 5 functional areas of business (management, operations, marketing, accounting, and finance), and factors that influence businesses both internally and externally. It discusses management, operations, marketing, accounting, and finance functions. It also explains internal factors like leadership and resources, and external factors like political, economic, social and technological aspects that impact businesses. SWOT and PEST analysis frameworks are introduced to analyze strengths, weaknesses, opportunities, threats, and external environmental factors.
The document discusses the nature of business environment. It defines business and outlines its purpose beyond just earning profits, such as supplying goods/services and creating jobs. It describes the internal and external factors that influence business decisions, including strengths/weaknesses and opportunities/threats. It also explains Porter's five forces model and SWOT analysis as tools for understanding competitive dynamics and strategic decision making.
Business Environment- Economics PerspectiveKannan karthik
The document discusses various aspects of business environment including why it is important to study business environment, key factors that comprise business environment, and techniques to analyze business environment. It notes that business environment includes political, economic, social, technological, legal, and other external factors that are outside a firm's control but can influence its operations. Understanding these factors helps businesses adapt to changes, identify opportunities/threats, and make strategic decisions. Common analysis techniques mentioned are verbal/written information, search/scanning, spying on competitors, and formal forecasting/studies.
External Business Environment and Performance of Microfinance Institutions: E...AkashSharma618775
This study examined the intensity of competition in the microfinance industry and its relationship
performance of MFIs in Nigeria. From a sample of 121 MFIs in Nigeria, data was collected via a structured
questionnaire. Data collected was analyzed via Partial Least Squares Structural Equation Modeling (PLS-SEM
3.0) using the Statistical Package for Social Science (SPSS v22) and, findings suggest that MFIs were faced with
intense competition in the form of high cost and difficulty of entry, high operational cost and too many players in
the industry regardless of the type of product and services they offer or lending policies they embrace. The result
further reveal that the intensity of competition has significant negative influence on the amount of loans disbursed
and the amount disbursed to women. The study therefore recommends MFI managers to develop operational
mechanisms for cost and risk reduction to survive and excel.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
The document provides information about large scale organisations, including their key characteristics and examples. It defines large scale organisations as those employing over 200 people and having assets over $200 million. Examples given include corporations that are owned by shareholders and aimed at making a profit. The document also discusses the internal and external environments large scale organisations operate within, and their potential positive and negative contributions to the economy.
Improvement of Business Performance through Entrepreneurial Orientationijtsrd
Entrepreneurial orientation is important factors needed by small and medium enterprises SMEs to face environmental challenges in a dynamic and competitive business world achieve business performance. This study aims to examine the effect of entrepreneurial orientation on business performance. The research sample of 117 culinary SMEs. Data was collected through a survey by distributing questionnaires and documentation. Data analysis techniques using structural equation modeling with the Partial Least Square PLS approach. The results showed that of entrepreneurial orientation had a significant positive effect on business. Asmawiyah | Afiah Mukhtar | Andi Rifqah Purnama Alam "Improvement of Business Performance through Entrepreneurial Orientation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35740.pdf Paper Url: https://www.ijtsrd.com/management/randd-management/35740/improvement-of-business-performance-through-entrepreneurial-orientation/asmawiyah
The document defines business environment as the set of internal and external factors that influence business decisions. It discusses the micro environment comprising of factors within a business's direct control like suppliers, customers, and competitors. The macro environment includes uncontrollable external factors like economic, political, demographic, and technological conditions that also impact businesses. Understanding the business environment is significant for facilitating operations, identifying opportunities and threats, and developing long-term strategies and plans.
The document provides an overview of the business environment syllabus for a semester course. It includes sections on the global, technological, political, economic, government policy, and natural environments. It also discusses the meaning and objectives of studying the business environment, as well as the process of environmental analysis and its importance for strategic decision making. Key topics covered are PESTLE analysis, Porter's five forces model, techniques for environmental scanning, and the internal and external factors that comprise a company's business environment.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
The document discusses the business environment and its various components. It defines the business environment as the set of external conditions including economic, social, political, and technological factors that are beyond a business's control but influence its operations. The business environment can be categorized into the micro environment comprising suppliers, customers, competitors, and other actors in close proximity to the business, and the macro environment consisting of broader forces like economic, political, social, and technological conditions affecting all businesses.
An empirical review on ethical business conduct among small and medium Malay ...AkashSharma618775
In the contemporary world of business, ethical conduct stood to be amongst very important practices that
businessmen are required to incorporate when conducting businesses. Yet, the challenges of globalization, trade
liberalization and profitability of businesses in the uncertain business environment are critically encourage
businessmen to engage in ethical conducts. To investigate this subject matter, the study employed Malay
businessmen at small and medium scale and analyse their participation in implementing ethical business conduct.
The study used four main dimensions of ethical business conducts namely personal values, managing social
responsibility, ways of conducting business and interaction with others in business setting. Moreover the study
categorized the target respondents on race basis thus the Bumiputera (Malaysians indegenious) composed of 50%
and non-Bumiputera thus Chinese and Indians at the rates in the distribution of 32% and 18% respectively.
Generally, businessmen at SMEs scale are aware of ethical business conduct and are implementing such matters;
yet, there are continuation of unethical conducts regardless of understanding of its importance to among the
businessmen in SMEs.
Business environment ppt @ bec doms mba 2009 10Babasab Patil
The document provides an overview of the business environment, outlining key factors that influence business decisions such as government policies, economic conditions, socio-cultural trends, and global developments. It discusses characteristics of the Indian business environment, types of environments, environmental factors and forces driving industry competition. The strategic management process and common entry barriers in business are also summarized.
Internal and external business environmentAashish Sahi
This document discusses the internal and external business environment. It defines the business environment as consisting of all external forces that affect a business outside of their control. It then describes the key features of the business environment and divides it into internal and external factors. The internal environment includes factors like management structure and values that a business can control. The external environment includes micro factors like customers and suppliers and macro factors like economic, social, political, and legal conditions that are outside a business's control.
This document discusses the business environment and its internal and external elements. The internal micro environment includes an organization's vision/mission, culture, structure, management/employees, suppliers, customers, stakeholders, competitors, and intermediaries. The external macro environment consists of natural, technological, social, economic, international, legal/political factors. Continuous monitoring of changes in the internal and external environment is important for management to plan, organize, lead, and measure performance as the environment and opportunities/threats evolve.
The document discusses business environmental analysis and its importance for strategic decision making. It defines business environment and explains that businesses operate in a unique environment and cannot function in isolation. The business environment includes internal factors that are controllable by the business as well as external factors from the macro and micro environment that are beyond the business's control. Conducting an analysis of the business environment is important for identifying opportunities and threats to help guide the business's growth strategy.
Firm which systematically analyzed and diagnose the environmentReeshabh Chaudhary
The document defines business and business environment. It discusses the characteristics, objectives, and importance of objectives for businesses. It also outlines some uses of analyzing the business environment, including being aware of environmental factors, identifying risks and opportunities, and its usefulness for managers. The conclusion states that firms that systematically analyze the environment are more effective than those that do not, as it allows them to anticipate opportunities and develop strategies to their advantage.
This document discusses the role of human resource management (HRM) and organizational management. It begins by discussing environmental factors that influence organizational development, such as economic, political, and sociological factors. Leadership and developing a vision are discussed as important concepts for managing people and achieving strategic goals. Motivation theories and managing change and employees are also covered. The role of the HRM department is discussed as being important for communication between the organization and its employees. In the end, strategic HRM is discussed as having input into the organization by understanding employee aspirations to help achieve organizational goals.
The debate over excellence, reputation, CSR and their impact on performance rages in the academic and professional communities.
Professionals responsible for intangible assets and those in charge of finance are a good reflection of this dual reality that frequently makes Board members and Management Committees take difficult decisions that don’t benefit both parts the same way.
In 2013, a research was held in Japan in order to shed light to explain the mechanisms that affect financial performance and, more specifically, identify which of these mechanisms are related to corporate reputation. It concluded that corporate value is constituted by four factors: organizational value, social value, business value and commercial value. Eventually, those companies that pay more attention to organizational and social value achieve greater commercial and business value.
This document analyzes the factors that constitute those values and the steps needed to improve reputation. It also explains relations between different factors of corporate reputation and financial performance in mathematical terms.
Innovation is the factor that truly relates corporate reputation to business success. The factors that improve both economic results and reputation are the ability to lure resources and expand internationally. That’s why companies need to bring best talent and state-of-the-art technologies on board.
In this document, it is explained the case of ING Direct in Australia to show the contribution of corporate reputation to financial results.
By using Net Promoter Score (NPS) (an index developed by U.S.-based Professor Reichheld which stands for a positive or negative correlation between the number of promoters and the number of detractors), ING Direct was able to measure the impact of its brand strategy on the Australian market. The company achieved a high recommendation level reflected in the exponential growth of deposits, funds and assets.
Good economic results impact reputation and sustain it over time. However, as in the example of ING Direct and many other companies, a good reputation is able to improve financial results as well as the competitive and economic position.
Effects of balanced scorecard on performance of firms in the service sectorAlexander Decker
This study examined the effects of the Balanced Scorecard (BSC) on performance in firms in the service sector in Kakamega Municipality, Kenya. A survey of 200 service firms found that the BSC integrates both financial and non-financial performance measures across four perspectives: financial, customer, internal processes, and innovation and learning. The study revealed that non-financial criteria are as important as financial criteria in measurement systems and that integrating both measures leads to superior results. Common methods firms used to enhance employees' skills and performance included training, better rewards, team building, and employee participation in decision making.
The document discusses the nature of business environment. It defines business and outlines its purpose beyond just earning profits, such as supplying goods/services and creating jobs. It describes the internal and external factors that influence business decisions, including strengths/weaknesses and opportunities/threats. It also explains Porter's five forces model and SWOT analysis as tools for understanding competitive dynamics and strategic decision making.
Business Environment- Economics PerspectiveKannan karthik
The document discusses various aspects of business environment including why it is important to study business environment, key factors that comprise business environment, and techniques to analyze business environment. It notes that business environment includes political, economic, social, technological, legal, and other external factors that are outside a firm's control but can influence its operations. Understanding these factors helps businesses adapt to changes, identify opportunities/threats, and make strategic decisions. Common analysis techniques mentioned are verbal/written information, search/scanning, spying on competitors, and formal forecasting/studies.
External Business Environment and Performance of Microfinance Institutions: E...AkashSharma618775
This study examined the intensity of competition in the microfinance industry and its relationship
performance of MFIs in Nigeria. From a sample of 121 MFIs in Nigeria, data was collected via a structured
questionnaire. Data collected was analyzed via Partial Least Squares Structural Equation Modeling (PLS-SEM
3.0) using the Statistical Package for Social Science (SPSS v22) and, findings suggest that MFIs were faced with
intense competition in the form of high cost and difficulty of entry, high operational cost and too many players in
the industry regardless of the type of product and services they offer or lending policies they embrace. The result
further reveal that the intensity of competition has significant negative influence on the amount of loans disbursed
and the amount disbursed to women. The study therefore recommends MFI managers to develop operational
mechanisms for cost and risk reduction to survive and excel.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
The document provides information about large scale organisations, including their key characteristics and examples. It defines large scale organisations as those employing over 200 people and having assets over $200 million. Examples given include corporations that are owned by shareholders and aimed at making a profit. The document also discusses the internal and external environments large scale organisations operate within, and their potential positive and negative contributions to the economy.
Improvement of Business Performance through Entrepreneurial Orientationijtsrd
Entrepreneurial orientation is important factors needed by small and medium enterprises SMEs to face environmental challenges in a dynamic and competitive business world achieve business performance. This study aims to examine the effect of entrepreneurial orientation on business performance. The research sample of 117 culinary SMEs. Data was collected through a survey by distributing questionnaires and documentation. Data analysis techniques using structural equation modeling with the Partial Least Square PLS approach. The results showed that of entrepreneurial orientation had a significant positive effect on business. Asmawiyah | Afiah Mukhtar | Andi Rifqah Purnama Alam "Improvement of Business Performance through Entrepreneurial Orientation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35740.pdf Paper Url: https://www.ijtsrd.com/management/randd-management/35740/improvement-of-business-performance-through-entrepreneurial-orientation/asmawiyah
The document defines business environment as the set of internal and external factors that influence business decisions. It discusses the micro environment comprising of factors within a business's direct control like suppliers, customers, and competitors. The macro environment includes uncontrollable external factors like economic, political, demographic, and technological conditions that also impact businesses. Understanding the business environment is significant for facilitating operations, identifying opportunities and threats, and developing long-term strategies and plans.
The document provides an overview of the business environment syllabus for a semester course. It includes sections on the global, technological, political, economic, government policy, and natural environments. It also discusses the meaning and objectives of studying the business environment, as well as the process of environmental analysis and its importance for strategic decision making. Key topics covered are PESTLE analysis, Porter's five forces model, techniques for environmental scanning, and the internal and external factors that comprise a company's business environment.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
The document discusses the business environment and its various components. It defines the business environment as the set of external conditions including economic, social, political, and technological factors that are beyond a business's control but influence its operations. The business environment can be categorized into the micro environment comprising suppliers, customers, competitors, and other actors in close proximity to the business, and the macro environment consisting of broader forces like economic, political, social, and technological conditions affecting all businesses.
An empirical review on ethical business conduct among small and medium Malay ...AkashSharma618775
In the contemporary world of business, ethical conduct stood to be amongst very important practices that
businessmen are required to incorporate when conducting businesses. Yet, the challenges of globalization, trade
liberalization and profitability of businesses in the uncertain business environment are critically encourage
businessmen to engage in ethical conducts. To investigate this subject matter, the study employed Malay
businessmen at small and medium scale and analyse their participation in implementing ethical business conduct.
The study used four main dimensions of ethical business conducts namely personal values, managing social
responsibility, ways of conducting business and interaction with others in business setting. Moreover the study
categorized the target respondents on race basis thus the Bumiputera (Malaysians indegenious) composed of 50%
and non-Bumiputera thus Chinese and Indians at the rates in the distribution of 32% and 18% respectively.
Generally, businessmen at SMEs scale are aware of ethical business conduct and are implementing such matters;
yet, there are continuation of unethical conducts regardless of understanding of its importance to among the
businessmen in SMEs.
Business environment ppt @ bec doms mba 2009 10Babasab Patil
The document provides an overview of the business environment, outlining key factors that influence business decisions such as government policies, economic conditions, socio-cultural trends, and global developments. It discusses characteristics of the Indian business environment, types of environments, environmental factors and forces driving industry competition. The strategic management process and common entry barriers in business are also summarized.
Internal and external business environmentAashish Sahi
This document discusses the internal and external business environment. It defines the business environment as consisting of all external forces that affect a business outside of their control. It then describes the key features of the business environment and divides it into internal and external factors. The internal environment includes factors like management structure and values that a business can control. The external environment includes micro factors like customers and suppliers and macro factors like economic, social, political, and legal conditions that are outside a business's control.
This document discusses the business environment and its internal and external elements. The internal micro environment includes an organization's vision/mission, culture, structure, management/employees, suppliers, customers, stakeholders, competitors, and intermediaries. The external macro environment consists of natural, technological, social, economic, international, legal/political factors. Continuous monitoring of changes in the internal and external environment is important for management to plan, organize, lead, and measure performance as the environment and opportunities/threats evolve.
The document discusses business environmental analysis and its importance for strategic decision making. It defines business environment and explains that businesses operate in a unique environment and cannot function in isolation. The business environment includes internal factors that are controllable by the business as well as external factors from the macro and micro environment that are beyond the business's control. Conducting an analysis of the business environment is important for identifying opportunities and threats to help guide the business's growth strategy.
Firm which systematically analyzed and diagnose the environmentReeshabh Chaudhary
The document defines business and business environment. It discusses the characteristics, objectives, and importance of objectives for businesses. It also outlines some uses of analyzing the business environment, including being aware of environmental factors, identifying risks and opportunities, and its usefulness for managers. The conclusion states that firms that systematically analyze the environment are more effective than those that do not, as it allows them to anticipate opportunities and develop strategies to their advantage.
This document discusses the role of human resource management (HRM) and organizational management. It begins by discussing environmental factors that influence organizational development, such as economic, political, and sociological factors. Leadership and developing a vision are discussed as important concepts for managing people and achieving strategic goals. Motivation theories and managing change and employees are also covered. The role of the HRM department is discussed as being important for communication between the organization and its employees. In the end, strategic HRM is discussed as having input into the organization by understanding employee aspirations to help achieve organizational goals.
The debate over excellence, reputation, CSR and their impact on performance rages in the academic and professional communities.
Professionals responsible for intangible assets and those in charge of finance are a good reflection of this dual reality that frequently makes Board members and Management Committees take difficult decisions that don’t benefit both parts the same way.
In 2013, a research was held in Japan in order to shed light to explain the mechanisms that affect financial performance and, more specifically, identify which of these mechanisms are related to corporate reputation. It concluded that corporate value is constituted by four factors: organizational value, social value, business value and commercial value. Eventually, those companies that pay more attention to organizational and social value achieve greater commercial and business value.
This document analyzes the factors that constitute those values and the steps needed to improve reputation. It also explains relations between different factors of corporate reputation and financial performance in mathematical terms.
Innovation is the factor that truly relates corporate reputation to business success. The factors that improve both economic results and reputation are the ability to lure resources and expand internationally. That’s why companies need to bring best talent and state-of-the-art technologies on board.
In this document, it is explained the case of ING Direct in Australia to show the contribution of corporate reputation to financial results.
By using Net Promoter Score (NPS) (an index developed by U.S.-based Professor Reichheld which stands for a positive or negative correlation between the number of promoters and the number of detractors), ING Direct was able to measure the impact of its brand strategy on the Australian market. The company achieved a high recommendation level reflected in the exponential growth of deposits, funds and assets.
Good economic results impact reputation and sustain it over time. However, as in the example of ING Direct and many other companies, a good reputation is able to improve financial results as well as the competitive and economic position.
Effects of balanced scorecard on performance of firms in the service sectorAlexander Decker
This study examined the effects of the Balanced Scorecard (BSC) on performance in firms in the service sector in Kakamega Municipality, Kenya. A survey of 200 service firms found that the BSC integrates both financial and non-financial performance measures across four perspectives: financial, customer, internal processes, and innovation and learning. The study revealed that non-financial criteria are as important as financial criteria in measurement systems and that integrating both measures leads to superior results. Common methods firms used to enhance employees' skills and performance included training, better rewards, team building, and employee participation in decision making.
Articles Jack Value Mapping Second Generation Performance Management 132swati18
Value Mapping is a second generation performance measurement and strategic performance management solution that uses the concept of value. It begins with identifying stakeholder needs through a Value Needs Assessment. It then develops Value Maps to visually communicate desired value outcomes and the value drivers that impact those outcomes. Value Mapping also uses assessments to select the most important value drivers and measures, and to evaluate the impact and value created by organizational initiatives. The goal is to focus measurement and management on activities and measures that most effectively meet stakeholder needs and create value over time.
Grievance Resolution Mechanism on Employee Productivity: Commercial Banks in ...paperpublications3
Abstract: Motivation of employees has always been quantified in financial attributes. For productivity to occur then there is need for using non-financial motivational initiatives. This study purposed to analyze the role of motivational initiatives on employee productivity with specific reference to commercial banks in Bungoma County. The study was guided by the objective: to establish the role of grievance resolution on employee productivity. The study adopted a survey design with a focus on 536 bank employees of different job cadres drawn from 11 banks. A sample size of 229 was obtained using Yamane’s formula. Stratified sampling technique was employed with six strata’s obtained from six job cadres from top management to clerical staff. Structured questionnaires were the main data collection tools and analysis was aided by use Statistical Program for Social Scientist (SPSS) where descriptive and inferential statistics was applied and there after presentations of findings was done using tables. There was a positive strong correlation between grievance resolution and employee productivity. r = .754, p (0.00) < α (0.05). The study concludes that the non-financial motivation strategy influenced employee productivity in commercial banks. The study recommends introduction of impartial dispute meetings to resolve grievances.
Performance Measurements give us information about our progress, our goals, our customers’ satisfaction and improvements or changes that are needed. The benefits of Measurement are critical and crucial. A successful Performance Management system focuses on important elements, such as customer needs and allows your employees…
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This document summarizes the findings of a global study on enterprise performance management conducted by Oracle, Cranfield School of Management, and other universities. It finds that while companies recognize the importance of performance management, many still struggle with fully realizing its benefits due to several gaps. These gaps can be grouped into three categories: creating passion for performance management across organizations, ensuring the proper infrastructure is in place, and understanding what constitutes success. The document outlines specific gaps such as financial measures still dominating, advocacy decreasing at lower levels, concerns about data quality, and lack of integration between systems.
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This document presents a research proposal exploring the relationship between managerial ability, earning quality, and firm performance. The study aims to examine:
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2) The effect of managerial ability on earning quality
3) The effect of earning quality on firm performance
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Corporate Governance and the Performance of Privatized Companies in Nigeria: ...inventionjournals
The paper examines the effect of Corporate Governance on profitability of Ashaka Cement Company in Nigeria. The variables studied were profitability as proxy of performance (dependent variable) and Corporate Governance proxies as (independent variables). Data was collected from secondary sources. Statistical tools employed were; Performance Trend Analysis and OLS regression. The Trend Analysis result suggests that, profitability was higher pre privatization, no remarkable improvement in profitability post privatization, government is the major consumer of cement product and unfavorable macroeconomic environment affects the general performance of the company. Inferential Statistics Result suggests that, minority ownership and percentage of non executive direct have positive and significant impact on profitability. However, total market value of shares, board size and privatization has negative and significant impact on profitability. The study concludes that, there are other factors affecting firm performance more than corporate governance and that post privatisation corporate governance has negative and significant impact on the profitability. The study recommends that, Nigerian government should ensure favorable macroeconomic environment, improve private sector activities, and allow the Company to create subsidiary in construction industry to increase demand for cement products. Foreign Investors should secure global cement market opportunities to justify investment and enhance companies’ earnings. The findings may be useful to corporate stakeholders and government policy makers.
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Management practices vary significantly across countries, industries, and ownership structures. Developed economies like the US and Japan generally have stronger management, while emerging economies score lower. There is also variation within industries and ownership types. Firms with dispersed shareholders tend to have higher management scores than other ownership structures like family firms. Overall, the findings show large differences exist in management quality globally that are linked to factors like national development, competitive pressures, and ownership.
International Journal of Business and Management Invention (IJBMI)inventionjournals
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Rewarding Great Ideas - Can Incentives Encourage Organizational InnovationErik R. Larson
The document discusses innovation in organizations based on surveys of CEOs and HR/compensation professionals. Some key findings:
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The Effects of Personality Traits and Motivations on performance of Salespeop...ijtsrd
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Similar to High-Performance organizations and macroeconomic performance (20)
High-Performance Organization builds principles-based companies
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2.- individual autonomy that allow your people to decide every time what actions are needed to deliver the desired results.
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High-Performance organizations and macroeconomic performance
1. White Paper
To us, business is personal • www.kenexa.com
HIGH PERFORMANCE
ORGANIZATIONS AND
MACROECONOMIC PERFORMANCE
G
lobal economies today face the challenges of
uncertainty and vulnerability. As the United States
slowly recovers from the Great Recession, Europe is
grappling with financial turmoil, while emerging economies
such as China, India and Brazil are cooling after an explosion
of growth. In order to survive and gain competitive
advantage in this volatile global environment, organizational
leaders need to understand not only the drivers of superior
organizational performance, but also the drivers of superior
macroeconomic performance. To that end, Kenexa, an
IBM Company, has explored the characteristics of High
Performance Organizations (HPO) and studied their effects
on macroeconomic performance.
Since the 1990s, HPOs have increasingly attracted interest
from academia and the business world (Boxall & Macky, 2009).
Whenorganizationsexecutehighperformancepractices,they
are more successful in a wide range of employee outcomes
such as job satisfaction and turnover intentions (Huselid,
1995). HPOs also demonstrate superior organizational
performance, in the form of stock market returns and labor
productivity (Combs, Liu, Hall, & Ketchen, 2006). It stands to
reason that HPOs, by consistently producing better employee
and business outcomes, can positively impact the economy
in which they operate. However, little research has analyzed
the effect of HPO drivers on macroeconomic performance.
Further, a clearly articulated theoretical model that explains
the mechanisms through which HPOs might affect the
economic climate has yet to be presented. To remedy this,
1
Data are available at: http://www.imf.org/external/ns/cs.aspx?id=28 and http://www.conference-board.org/data/economydatabase/.
we have presented a comprehensive model of HPOs and
macroeconomic performance, as well as provided empirical
support for the link between them.
THE WORKTRENDSTM
SURVEY
Our analyses are based on data collected in 2011 from two
different sources:
• Macroeconomic performance data were collected
from the World Economic Outlook of the International
Monetary Fund (IMF) and the Conference Board
Economy Database1
• HPO characteristics were assessed with Kenexa’s
WorkTrendsTM
survey
The WorkTrends survey has been administered annually
or biannually since 1984. In 2011, the WorkTrends survey
was taken online by approximately 31,000 employees in 27
different countries who work full-time for an organization
of 100 staff members or more. The survey asks employees
more than 200 questions about their opinions and attitudes,
manager and leadership behaviors, organizational practices,
and demographic variables. WorkTrends data are unique,
because they are a representative sample; a cross-section
of workers across the globe. The global nature of these
data allowed us to evaluate the link between country-
level high performance organizational characteristics and
macroeconomic performance.
High Performance Institute