This document discusses organizational change and development. It defines internal and external changes that organizations face. Internal changes include changes to goals, policies, structure, job technology, and the work environment. External changes involve political, economic, social, cultural, and technological forces outside the organization's control. The document also examines individual and group resistance to change, how to minimize resistance, and the importance of effective change management.
This document contains financial information for a bank, including its current assets and current liabilities. It reports that the bank's current ratio is 1.33:1, which indicates it does not have the ability to meet its current obligations, as a ratio of 2:1 is generally considered satisfactory. However, the ratio only measures quantitative aspects and not qualitative ones, so does not necessarily mean the bank is performing poorly. It also provides figures for the bank's quick assets and notes that the dividend per share has increased from 3.5% to 5%, which increases shareholder trust and satisfaction. Finally, it states that non-performing assets have risen, increasing risk, and it would be better if the bank could decrease these.
The document provides an overview of environmental analysis, which is the first step of strategic management. It discusses the internal and external factors that influence business decisions. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, competitors and publics, as well as the macroenvironment of demographic, economic, natural, technological, political, and cultural forces. Techniques for environmental scanning involve gathering information verbally, in writing, and through search/spying, and then evaluating and forecasting future scenarios based on this information.
The document traces the evolution of management theory from scientific management to modern approaches. It describes Frederick Taylor's scientific management principles of breaking work into tasks and establishing performance standards. Later approaches focused on the human element, such as Mary Parker Follett advocating for worker involvement. The Hawthorne studies showed the impact of attention on productivity. Current approaches integrate both quantitative analysis and understanding employee behavior. Contingency theory recognizes there is no single best approach and the environment impacts the appropriate management style.
This document outlines key concepts around managerial ethics and social responsibility from Chapter 2 of the textbook. It defines ethics and social responsibility, lists arguments for and against businesses being socially responsible, and describes ways that organizations and managers can improve ethical behavior, such as establishing codes of ethics. The document emphasizes that managers regularly make socially-dimensional decisions and that demonstrating social responsibility is important in today's business world.
KFC has grown from $105 in sales in 1952 to over $7 billion in sales currently through franchising and acquisitions. However, recent management changes and a saturated US market have led to stagnating sales. Recommendations include improving internal operations like the employee culture and offering a healthier menu. KFC should also close unprofitable US stores and use the funds to expand internationally, starting in chicken-focused regions like Asia and Latin America by adapting offerings locally. The long term strategy is to stay focused on quality while achieving growth objectives internationally.
This document provides an overview of a marketing project submitted by a student named Aftab Manihar for their Bachelor of Management Studies program. The project discusses the key components of a company's marketing environment, including the microenvironment made up of customers, suppliers, competitors, publics, and the company itself. It also examines the macroenvironment which includes broader demographic, economic, technological, political, cultural and natural forces outside a company's control. The document outlines the importance of environmental scanning for a company to monitor changes in these internal and external factors and avoid strategic surprises.
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 organizational change and development. It defines internal and external changes that organizations face. Internal changes include changes to goals, policies, structure, job technology, and the work environment. External changes involve political, economic, social, cultural, and technological forces outside the organization's control. The document also examines individual and group resistance to change, how to minimize resistance, and the importance of effective change management.
This document contains financial information for a bank, including its current assets and current liabilities. It reports that the bank's current ratio is 1.33:1, which indicates it does not have the ability to meet its current obligations, as a ratio of 2:1 is generally considered satisfactory. However, the ratio only measures quantitative aspects and not qualitative ones, so does not necessarily mean the bank is performing poorly. It also provides figures for the bank's quick assets and notes that the dividend per share has increased from 3.5% to 5%, which increases shareholder trust and satisfaction. Finally, it states that non-performing assets have risen, increasing risk, and it would be better if the bank could decrease these.
The document provides an overview of environmental analysis, which is the first step of strategic management. It discusses the internal and external factors that influence business decisions. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, competitors and publics, as well as the macroenvironment of demographic, economic, natural, technological, political, and cultural forces. Techniques for environmental scanning involve gathering information verbally, in writing, and through search/spying, and then evaluating and forecasting future scenarios based on this information.
The document traces the evolution of management theory from scientific management to modern approaches. It describes Frederick Taylor's scientific management principles of breaking work into tasks and establishing performance standards. Later approaches focused on the human element, such as Mary Parker Follett advocating for worker involvement. The Hawthorne studies showed the impact of attention on productivity. Current approaches integrate both quantitative analysis and understanding employee behavior. Contingency theory recognizes there is no single best approach and the environment impacts the appropriate management style.
This document outlines key concepts around managerial ethics and social responsibility from Chapter 2 of the textbook. It defines ethics and social responsibility, lists arguments for and against businesses being socially responsible, and describes ways that organizations and managers can improve ethical behavior, such as establishing codes of ethics. The document emphasizes that managers regularly make socially-dimensional decisions and that demonstrating social responsibility is important in today's business world.
KFC has grown from $105 in sales in 1952 to over $7 billion in sales currently through franchising and acquisitions. However, recent management changes and a saturated US market have led to stagnating sales. Recommendations include improving internal operations like the employee culture and offering a healthier menu. KFC should also close unprofitable US stores and use the funds to expand internationally, starting in chicken-focused regions like Asia and Latin America by adapting offerings locally. The long term strategy is to stay focused on quality while achieving growth objectives internationally.
This document provides an overview of a marketing project submitted by a student named Aftab Manihar for their Bachelor of Management Studies program. The project discusses the key components of a company's marketing environment, including the microenvironment made up of customers, suppliers, competitors, publics, and the company itself. It also examines the macroenvironment which includes broader demographic, economic, technological, political, cultural and natural forces outside a company's control. The document outlines the importance of environmental scanning for a company to monitor changes in these internal and external factors and avoid strategic surprises.
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.
Internal and external businessenvironmentAbhyuday Shah
This document discusses the internal and external business environment. It defines the business environment as consisting of external forces beyond a company's control that influence its operations. The external environment includes factors like customers, competitors, and government regulations, while the internal environment involves controllable factors like company values, management, and resources. The environment can be further broken down into the micro environment of direct influences and macro environment of more indirect general forces.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
Group Presentation on investment bank nepalAbhyuday Shah
This document contains financial information about Nepal Investment Bank for the fiscal years 2066/2067 and 2065/2066. It reports that the bank's net profit margin was 27.2041% in 2066/2067 and 27.5592% in 2065/2066, showing a slightly higher profit margin in the previous year. Current assets total Rs. 7,04,10,81,648 and current liabilities total Rs. 5,17,43,78,794, giving a current ratio of 1:1.360. The bank's liquid ratio is 1:1.3411, indicating sufficient liquid assets to cover current liabilities. Earnings per share were Rs. 52.55 and
This chapter discusses decision making and problem solving. It defines decision making and describes types of decisions and conditions. It outlines rational and behavioral perspectives on decision making. The rational perspective involves obtaining complete information and evaluating alternatives logically. However, managers have bounded rationality and tend to satisfice. Group decision making has advantages like more information but disadvantages like longer timeframes. Managing techniques include setting deadlines and having members critically evaluate alternatives.
The document summarizes early management theories and perspectives from antiquity to modern times. It discusses:
1. Management practices in ancient civilizations like Sumerians, Egyptians, Chinese, Greeks, Romans, etc.
2. Early management pioneers like Adam Smith, Robert Owen, and Charles Babbage who contributed to division of labor and efficiency.
3. Classical management theories like scientific management by Taylor focusing on efficiency, and administrative management by Fayol outlining management functions and principles.
4. Behavioral management perspectives emerging from Hawthorne Studies showing the importance of human relations and social factors in work performance.
This document outlines key concepts in business ethics. It discusses how public interest in business ethics has increased in recent decades due to media coverage of ethical issues. It also examines definitions of business ethics and the relationship between ethics, economics, and law. Additionally, it presents three models of management ethics - immoral, moral, and amoral - and explores how to develop moral judgment and actionable moral management.
This document discusses alcohol and its effects on teens. It provides information on what is contained in different types of alcohol, factors that influence alcohol absorption, reasons why teens drink, and how blood alcohol content affects individuals. Advertisements are aimed at making drinking seem problem-free and attractive to teens. The document warns that alcohol can negatively impact school, relationships, and goals for teens and that over 300,000 college students are at risk of alcohol-related death or dropping out due to drinking.
This document discusses the dangers of alcoholic energy drinks, which contain both alcohol and caffeine. These drinks can contain as much caffeine as 8 cups of coffee and as much alcohol as 3 beers in a single 23.5 oz can. The combination of stimulants and depressants can mask intoxication and cause serious health issues. These drinks also look similar to regular energy drinks, making it difficult for clerks, employees, and contractors to distinguish between alcoholic and non-alcoholic beverages, posing a safety risk on job sites where alcohol is prohibited. The document urges awareness of these risks and how to identify alcoholic energy drinks by examining labels for alcohol content listings.
Presentation on Organization Change & DevelopmentAbhyuday Shah
This document summarizes a presentation on organization change and development at Everest Bank. It provides background on Everest Bank, established in 1994 with 39 branches. It discusses the need for organization change to adapt to a changing market. It outlines forces for change, both internal like employee issues and external like changing customer demands. It also discusses barriers to change, and the role of managers in leading change through improved technology, services, and employee motivation. Overall it finds that change is necessary for the bank to adapt and develop, while managing many influencing factors and barriers.
Internal and external businessenvironmentAbhyuday Shah
This document discusses the internal and external business environment. It defines the business environment as consisting of external forces beyond a company's control that influence its operations. The external environment includes factors like customers, competitors, and government regulations, while the internal environment involves controllable factors like company values, management, and resources. The environment can be further broken down into the micro environment of direct influences and macro environment of more indirect general forces.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
Group Presentation on investment bank nepalAbhyuday Shah
This document contains financial information about Nepal Investment Bank for the fiscal years 2066/2067 and 2065/2066. It reports that the bank's net profit margin was 27.2041% in 2066/2067 and 27.5592% in 2065/2066, showing a slightly higher profit margin in the previous year. Current assets total Rs. 7,04,10,81,648 and current liabilities total Rs. 5,17,43,78,794, giving a current ratio of 1:1.360. The bank's liquid ratio is 1:1.3411, indicating sufficient liquid assets to cover current liabilities. Earnings per share were Rs. 52.55 and
This chapter discusses decision making and problem solving. It defines decision making and describes types of decisions and conditions. It outlines rational and behavioral perspectives on decision making. The rational perspective involves obtaining complete information and evaluating alternatives logically. However, managers have bounded rationality and tend to satisfice. Group decision making has advantages like more information but disadvantages like longer timeframes. Managing techniques include setting deadlines and having members critically evaluate alternatives.
The document summarizes early management theories and perspectives from antiquity to modern times. It discusses:
1. Management practices in ancient civilizations like Sumerians, Egyptians, Chinese, Greeks, Romans, etc.
2. Early management pioneers like Adam Smith, Robert Owen, and Charles Babbage who contributed to division of labor and efficiency.
3. Classical management theories like scientific management by Taylor focusing on efficiency, and administrative management by Fayol outlining management functions and principles.
4. Behavioral management perspectives emerging from Hawthorne Studies showing the importance of human relations and social factors in work performance.
This document outlines key concepts in business ethics. It discusses how public interest in business ethics has increased in recent decades due to media coverage of ethical issues. It also examines definitions of business ethics and the relationship between ethics, economics, and law. Additionally, it presents three models of management ethics - immoral, moral, and amoral - and explores how to develop moral judgment and actionable moral management.
This document discusses alcohol and its effects on teens. It provides information on what is contained in different types of alcohol, factors that influence alcohol absorption, reasons why teens drink, and how blood alcohol content affects individuals. Advertisements are aimed at making drinking seem problem-free and attractive to teens. The document warns that alcohol can negatively impact school, relationships, and goals for teens and that over 300,000 college students are at risk of alcohol-related death or dropping out due to drinking.
This document discusses the dangers of alcoholic energy drinks, which contain both alcohol and caffeine. These drinks can contain as much caffeine as 8 cups of coffee and as much alcohol as 3 beers in a single 23.5 oz can. The combination of stimulants and depressants can mask intoxication and cause serious health issues. These drinks also look similar to regular energy drinks, making it difficult for clerks, employees, and contractors to distinguish between alcoholic and non-alcoholic beverages, posing a safety risk on job sites where alcohol is prohibited. The document urges awareness of these risks and how to identify alcoholic energy drinks by examining labels for alcohol content listings.
Presentation on Organization Change & DevelopmentAbhyuday Shah
This document summarizes a presentation on organization change and development at Everest Bank. It provides background on Everest Bank, established in 1994 with 39 branches. It discusses the need for organization change to adapt to a changing market. It outlines forces for change, both internal like employee issues and external like changing customer demands. It also discusses barriers to change, and the role of managers in leading change through improved technology, services, and employee motivation. Overall it finds that change is necessary for the bank to adapt and develop, while managing many influencing factors and barriers.
4. Strengths
1st public vehicle targeted for ladies
Feeling of security to women who feel
uncomfortable sharing seats with men
Priority to women with children
1st aid and self defense course to drivers to
ensure customer’s safety
Environment friendly vehicle
Management’s investment in business
5. Weakness
Unable to purchase many vehicles in the initial
stage
Target market is small so no large initial profit
6. Opportunities
Great opportunity to obtain larger share of
market if the strategy is successful
Replacing non-hybrid vehicles with hybrid
ones
Acceptance of cards as a means of payment
7. Threats
Competition from other public vehicles
May feel this service as discrimination
Problem in hiring female drivers and
conductors
8. Conclusion
This vehicle makes women feel safe while
travelling
No arguments with the customers
Necessities of women available in the vehicle