...Case Study: Accenture's Work-Life Balance Programs Case Study Questions 1. Diversity competency involves the knowledge, abilities, and skills to value organizational, group, and individual characteristics while embracing such attributes as prospective sources of productivity and distinctiveness. In the case of Accenture’s work-life balance initiatives, an environment of inclusion is fostered with people who hold characteristics diverse from themselves. This is achieved through the Lifeworks program, a free and private resource offering information on a broad range of topics that include health coaching, access to experts in financial and legal matters as well as ergonomic evaluations. In addition, the Future Leave initiative offers employees flexibility to manage family or personal issues during the course of their employment. Employees can save to fund their own future leaves of about one to three months for an activity they feel enriches their life, such as meeting family commitments or trekking through Alaska. Other key attributes in the case include communication, and individual commitment to work with team members owing to their contributions and talents, irrespective of their personal attributes. This is illustrated in Tserng’s case where she returns at the end of her leave and is welcomed with open arms. The simple gesture of welcoming a worker who was on leave for more than two months signifies the need for teamwork and a commitment to work with others...
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...finance and performance management capabilities and its overall performance. 2 Now, we’ve put that theory to the test. In a recent landmark study, Accenture examined the relationship between finance and high performance. The results show a tangible link and strong correlation between a high-performance business and mastery of a new finance competency set. The results also reveal that those companies that created the greatest value have embraced entirely new ways of thinking about finance and performance management. Achieving High Performance Accenture defines high-performance businesses as organizations that consistently outperform their peers over a sustained timeframe (typically 5 to 7 years) and across business cycles, industry disruptions and CEO leadership cycles. These companies deliver consistently upper-quartile total returns to shareholders. They create returns on invested capital significantly in excess of the cost of capital and drive profitable revenue growth faster than their industry peers. In short, they are lean, responsive to changing competitive fundamentals and consistently rank as market leaders. How do they do it? Accenture embarked on a major research program to identify the attributes and practices that distinguish high-performance businesses from the rest (see Appendix A for more information on Accenture’s high performance business initiative). While the research is ongoing, one important finding has already emerged: High-performance businesses have...
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...1 ACCENTURE: REBRANDING AND REPOSITIONING A GLOBAL POWER BRAND1 INTRODUCTION Andersen Consulting was established in 1989 when the consulting practice of the accounting firm Arthur Andersen separated to form an independent business unit. Andersen Consulting faced the extremely difficult task of positioning itself in the Information Technology market space while simultaneously forging a separate identity from its accounting heritage. The business challenge was to retain the positive aspects of the brand equity developed over decades as Arthur Andersen, yet break away from the limitations associated with an accounting brand. What was notable was that before its inception, Andersen Consulting was generating almost $1 billion annually in revenue, yet wasn’t well known in the information technology marketplace. And to those who did know them, they were often thought of accountants, and not up to the task of delivering innovative technology solutions. In order to bridge this gap, Andersen Consulting used extensive market research to create a brand and naming strategy that would establish immediate credibility in the “consulting” arena, while at the same time leveraging all of the positive aspects with the Arthur Andersen brand. Market research also helped form the strategy for successfully launching the new name and positioning. In order to build a new identity, Andersen Consulting set a groundbreaking precedent by using sophisticated marketing strategies coupled with the professional...
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...MIS Mini-cases -- 1 of 30 Cases for Use in Management Information Systems MIS Mini-cases -- 2 of 30 MIS Mini-cases -- 3 of 30 Case 01 -- Freeway Ford You are a management consultant working for Franklin Absolom, the majority stockholder for a group of 10 automobile dealerships. He has asked you to spend several days at Freeway Ford, a dealership that is not performing up to its potential. You are not to go ―looking for trouble‖: instead, your assignment is to find ways to help management at the dealership take advantage of opportunities. One day while you are talking with James Kahler, the sales manager for Freeway Ford, you realize that the dealership only uses transaction processing systems—it is not realizing the full potential of the information it has gathered for managerial decision making. For example, Freeway Ford knows the purchase date and owner of every car it sells, but it never contacts owner about routine maintenance. Freeway Ford know that people who purchase a new car generally trade it in for another new car 3 to 4 years later, but the dealership does not contact these previous customers. Another opportunity comes from used car purchasing and sales. Every car has a vehicle identification number (VIN), and the dealership uses this number to check for known problems with a used car before it makes a purchase. A data bank of car insurance claims histories and major repairs is kept on a set of CDs that is sent to the dealership each month. At the...
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...not the traditional factors of production (i.e., labor and capital). 2. The second section addresses the key resource itself — human capital — the foundation for the creation of intellectual capital. We explore ways in which the organization can attract, develop, and retain human capital as well as the importance of recognizing the interdependence of these three activities. We also address the value of a diverse work force. 3. Third, we discuss the critical role of social capital, that is, the network of relationships among individuals. We address both social capital within organizations as well as across organizations. 4. The final section focuses on the role of technology in leveraging human capital. This can range from such basic technologies as email to more complex forms such as sophisticated knowledge management systems. We also discuss how technology can play a key role in electronic teams (or e-teams) and enhance the retention of knowledge in an organization. LECTURE/DISCUSSION OUTLINE The opening case describes how a licensing and marketing firm, The Wildflower Group, found...
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...XX XX XX UNIT CODE : SHRxxx–x STUDENT NAME : Rounak Loudhia STUDENT ID NO : 11xxxx6 UNIT TUTOR : CONTENTS |Particular | |Page No. | | | | | |Introduction |– |3 | | | | | |Review of Literature |– |3 | | | | | |Learning Theories |– |4 | |Reinforcement Theory |– |4 | |Constructive Theory |– |5 | | ...
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...“Turkish Airlines experiences rapid expansion”. This is the title of an article appeared on November 14, 2013 in the Financial Times. In the decade 2003-2013 the company expanded enormously, from 65 to 233 aircrafts, the passenger numbers have more than quadrupled and the number of international destinations grew surprisingly from 76 to 199. (See Exhibit 1) At present, Turkish Airlines appears to be one of the most extensive airline companies with 106 connected countries (the last was added in April 2014). It was also acclaimed as the best European company in the last four years consecutively at the Skytrax World Airline Awards, being the third most profitable carrier after Ryanair and Easyjet. The expansion continues: with the project of the third Istanbul’s international airport and the announcements of new destinations to countries like Mexico, Philippines and South Sudan. (See Exhibit 2) How a small Turkish state-owned company became so huge and successful? What are the main challenges it had to face and how did it tackle them? What are the main actual and future issues for a company that is expanding quickly and widely? We will try to give an answer to these questions in the paper: starting from an essential and short presentation of Turkish Airlines historical evolution, making a synthetic overview of its main strategies and analyzing the past and the future challenges in developing countries such as India. Turkish Airline historical steps towards internationalization...
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...Hewlett-Packard: Sustainability as a Competitive Advantage By Eric M. Lowitt and Jim Grimsley May 2009 Case Study Hewlett-Packard: Sustainability as a Competitive Advantage Having worked with thousands of corporate and government clients around the world, Accenture has long understood the special characteristics that enable organizations to outperform their peers—to become high-performance businesses. High-performance businesses are those that: • effectively balance current needs and future opportunities, • consistently outperform peers in revenue growth, profitability and total return to shareholders, • sustain their superiority across time, business cycles, industry disruptions and changes in leadership. In this case study, we investigate how a genuine commitment to sustainability— defined as environmental and social responsibility—is helping HP to grow its leadership in key markets. We look at how HP translates its green credentials into profitable new businesses and better-performing existing ones, all while advancing its long-term position as a model corporate citizen in the global arena. Transforming a good-citizenship heritage into contemporary sustainability credibility For HP, building a global sustainability program—one that is held to the same rigorous standards of accountability and profitability as its other business initiatives—is an ambitious and ongoing challenge. With little precedent in the IT sector and virtually none in organizations of HP’s size...
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...Rural Finance Opportunities in China By Alison Kennedy and Albert Chan From the steppes of Inner Mongolia to the tropical islands of Hainan Province, half of rural Chinese households lack access to banks or other formal financial services. With central government blessing, that will change over the next decade. But Chinese and multinational players considering this vast and variegated market will need innovative marketing and business models, a taste for on-theground campaigning, and patience. 1 2 Hidden in plain sight: the other economic miracle The popular narrative of China’s economic rise has been overwhelmingly urban and state-sponsored, from glittering architectural wonders rising up in Shanghai to new high speed railway lines and the growing appetite for cars and branded luxury goods. 3 Edited by Foxit Reader Copyright(C) by Foxit Software Company,2005-2007 For Evaluation Only. Government investment and private finance have indeed focused mainly on the country’s large cities, particularly along the eastern coastal provinces. That’s just half the story. Rural China, with between 50 and 56 percent of the population, or close to 700 million people, has emerged from the shadows and come of age economically. This vast collection of farms, villages, and towns in secondary coastal and inland provinces is now attracting attention from the Chinese central government, multinational corporations, investors, and local companies. Many larger Chinese enterprises...
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...Masters of rural markets: Accenture Research Report The Hallmarks of High Performance Contents Foreword: Unleashing India’s rural multiplier effect Growing business confidence in rural opportunities The attractions and distractions of rural markets 03 05 09 Distinctive capabilities that enable 15 companies to succeed in India’s hinterland Framework factors critical to nurturing distinctive capabilities Developing the right capabilities—and acting on them Last word 28 29 31 2 Foreword Unleashing India’s rural multiplier effect But rural India’s contributions to the nation’s economic success—and the obvious potential for profitable growth—is just a part of the promise of wholehearted commitment to doing business beyond the city centers and suburbs. India’s rural markets offer unprecedented opportunities for global and local companies to experiment with approaches and business models, which if successful, may be replicated in rural markets of other emerging economies. India is on the march. Its momentum is not only evident in metros— it is apparent in small towns and villages as well. Collectively, all over India’s rural heartland and in its teeming cities, India is readying for an even more impressive era of economic growth. There is no question that India’s rural markets are becoming a powerful economic engine. One telltale sign: rural accounts now comprise over 50 percent of new subscribers for some of the leading telecom providers.1 The rural multiplier...
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...THE MBA SUMMER INTERNSHIP EXPERIENCE................................................ 9 SOME AREAS ON WHICH TO FOCUS DURING THE INTERNSHIP ................... 10 TIME MANAGEMENT ............................................................................................... 10 ASSESSING THE FIT ............................................................................................... 10 MENTORING ........................................................................................................ 10 CLIENT FOCUS ..................................................................................................... 10 DEFINING THE INDUSTRY............................................................................. 10 THE NATURE OF THE WORK .......................................................................... 12 THE CONSULTING LIFESTYLE........................................................................ 13 BUILDING YOUR TOOL KIT ........................................................................... 14 BRINGING IT ALL TOGETHER ........................................................................ 15 APPROACHING THE...
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...Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions This page intentionally left blank Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions Edited by Madanmohan Rao AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2005, Elsevier Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, e-mail: permissions@elsevier.com.uk. You may also complete your request on-line via the Elsevier homepage (http://elsevier.com), by selecting “Customer Support” and then “Obtaining Permissions.” Recognizing the importance of preserving what has been written, Elsevier prints its books on acid-free paper whenever possible. Library of Congress Cataloging-in-Publication Data Rao, Madanmohan. KM tools and techniques : practitioners and experts evaluate KM solutions / Madanmohan Rao. p. cm. Includes...
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...Insider Guide 2005 Edition The WetFeet Research Methodology You hold in your hands a copy of the best-quality research available for job seekers. We have designed this Insider Guide to save you time doing your job research and to provide highly accurate information written precisely for the needs of the job-seeking public. (We also hope that you’ll enjoy reading it, because, believe it or not, the job search doesn’t have to be a pain in the neck.) Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are we perfect? No—but we do believe that you’ll find our...
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...CHAPTER 1 Managers and Managing Learning Objectives After studying this chapter, you should be able to: LO1-1 Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. LO1-2 Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance. LO1-3 Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy. LO1-4 Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. LO1-5 Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT). LO1-6 Discuss the principal challenges managers face in today’s increasingly competitive global environment. Management part 1 A MANAGER’S CHALLENGE Steve Jobs has Changed His Approach to Management What is high-performance management? In 1976 Steven P. Jobs sold his Volkswagen van, and his partner Steven Wozniak sold his two programmable calculators, and they used the proceeds of $1,350 to build a circuit board in Jobs’s garage. So popular was the circuit board, which...
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...MANAGEMENT Submitted in partial fulfillment for the requirement of the MBA Degree awarded by Bangalore University Submitted by Ponnappa I.S 04XQCM6064 Under the guidance of Praveen Kamat Professor M.P.Birla Institute of Management M.P.Birla Institute of Management Race course road Bangalore-1 INDIA 1 DECLARATION I hereby declare that this dissertation entitled ‘ATTRITON MANAGEMENT’ is the result of project work undertaken by me under the guidance and supervision of Mr. Praveen Kamat, Professor, M.P.Birla Institute of Management, Bangalore. I also declare that this dissertation has not been submitted to any other University/Institution for the award of any Degree. (Ponnappa I.S) 2 CERTIFICATE I hereby certify that the research work embodied in this dissertation entitled ‘ATTRITION MANAGEMENT’, has been undertaken and completed by Mr. Ponnappa I.S under the guidance and supervision of Mr. Praveen Kamat, Professor, MPBIM, Bangalore. (Dr. N.S. Malavalli) Principal MPBIM, Bangalore 3 CERTIFICATE I hereby certify that the research work embodied in this dissertation entitled ‘ATTRITION MANAGEMENT’, has been undertaken and completed by Mr. Ponnappa I.S under my guidance and supervision (Mr. Praveen Kamat) Professor, M.P.B.I.M Bangalore 4 Acknowledgement The satisfaction that accompanies the successful completion of any task would be incomplete without the mention of the people who made it possible, whose constant guidance and encouragement...
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