...Session 1. What makes Google Googley? The case highlights how the strategy and business model of Google have been supported by various aspects of organizational behavior, such as structure, talent, culture, and leadership. In this way, it fits very well with the guiding framework of OB that we have adopted for the course. The major aspects of the case concern the company’s unique combination of organizational elements and how this configuration has given the firm a strong and vibrant culture that is now threatened by growth. The doubling of the company’s size has put the entrepreneurial spirit and ethos of the firm in danger, and the narrative of the case, Kim Scott, joined in 2004 and has seen how the company has changed. The vision and energy of the founders is obviously apparent in the case and the ability to recruit, develop, motivate, and retain first class talent from its early days through to its major corporate status is a strong theme. The attraction to the firm is about the mission and ambition of the corporate values and purpose, as well as the personal freedom within the company, highlighted by the practice of allowing employees one day per week to pursue their own projects. Google, according to the founders, `is not a conventional company; we do not intend to become one’. Google’s key levers for managing culture are: Recruitment • Highly intelligent, not necessarily experienced college graduates from major schools and `smart friends’ • Experience...
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...Frias, 4200 Porto, Portugal. Tel. (351)-22-5571100, Fax (351)-22-5505050. E-mail: jfarinha@fep.up.pt. CORPORATE GOVERNANCE: A SURVEY OF THE LITERATURE ABSTRACT This paper reviews the theoretical and empirical literature on the nature and consequences of the corporate governance problem, providing some guidance on the major points of consensus and dissent among researchers on this issue. Also analysed is the effectiveness of a set of external and internal disciplining mechanisms in providing a solution for the corporate governance problem. Apart from this, particular emphases are given to the special conflicts arising from the relationship between managers and shareholders in companies with large ownership diffusion, the issue of managerial entrenchment and the link between firm value and corporate governance. Keywords: agency theory, corporate governance, ownership structure JEL Classification: G300 1 1 Introduction Recent financial scandals associated to accounting and other frauds allegedly blamed to top company managers (e.g. Enron, Worldcom, Adelphia) have brought into public light the recurring question of whether companies are managed on the best interests of shareholders and other company stakeholders such as workers, creditors and the general community. A point that has been made frequently is that top managers may possess too much power inside their companies and that a general lack of accountability and control of their activities is...
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... Peculiarities of OB and HRM in country of a company’s origin 11 3.1. Main Characteristics 11 3.2.Trends 15 3.3.Perspectives 16 4. HRM strategy and practices and OB areas 17 4.1. HR Policies 17 4.2. Employee training 18 4.3. Department for Aviation Personnel Training 18 4.4. Aeroflot Aviation School 19 4.5. Social Programs For Company’s Employees 20 4.6. Health and safety 21 5. Analysis of existing problems and challenges in OB or HRM areas. 22 6. Problem description and analysis. Recommendations 24 List of Sources 27 1. Aeroflot’s Background After the World War I many European countries started to look forward civil aviation development. Since then, Soviet Union Government established Dobrolet - the first Russian air fleet that had flights from Moscow to many airports in European part of the USSR and nearest foreign locations. In the beginning, only one plane served the route from Moscow to Kenigsberg (Kaliningrad). That plain could accommodate four passengers and mail carriage. During early years of activity the company enhanced number of flight, adding following destinations such as Omsk, Kharkov, Alma-Ata, Kiev, Odessa, Kazan, Rostov-on-Don, Tashkent, Nizhniy Novgorod, and many crimean towns. In March of 1932 the Soviet Union Government enacted whole Civil air fleet from Dobrolet and many small companies, and named it Aeroflot. The government started to evolve plans for every further five years. The set of first goals stated that a company has...
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...percentage annually. One of the markets it has been increased since 2-3 years ago, and this one is the Tourism market, now there are more tourists from Russia, which means a faster economic growth rate of the country. Therefore, what we are planning to do is operate directly with the Russian market to get closer and facilitate the entrance of the country all Russian citizen that will be interested to come to Catalonia. During the current period of strong arrival of tourist from Russia to Catalonia, "4help" can capitalize on the many significant opportunities in the relocation industries. Strategic and implementation Swot / business environment Target Customer Tourist Sector Our company is Closely related to this industry as a result of the Increasing demand of Russian tourists in the city of Barcelona. These tourists are aged between (20-55) years, both male and female of medium income and active lifestyle. Catalonia and Barcelona has become one of the first tourist destinations of Spain. Only in Catalonia since early this year 655.385 tourists has already visited the city. Most striking is the increase of tourist from Russia. In overall, this year is expected to exceed the barrier of one million Russian that will come to visit Catalonia, according to the Catalan Tourist Agency, 250,000 more than in last year, representing an increase of 40%. The Costa Daurada (“Salou”, Tarragona) is expected to increase 20% while in the Costa Brava will be around 50%. The vast...
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...General Motors Co Strategic and Financial Analysis ADVANCED CORPORATE FINANCE April 22, 2012 Authored by: Ana Romero, Roshan Picardo, Carlos Castro, Shikhar Agarwal 0 General Motors Co Strategic and Financial Analysis Executive Summary This report provides an evaluation of strategic and financial evolution of General Motors Company (GM) in the last ten years. Events like the global economic recession lead to a deep restructuring of the firm, filling for bankruptcy and a government bailout. The report provides an analysis of GM’s business model, products, the markets it is competing in, the global automotive and manufacturing industry and it also assess its attractiveness for incumbents and new entrants is also With a brief history of GM we evaluate its reaction to the global recession. We compare their business model before, during and after the recession, comprising the strategic and financial implications of their restructuring plan. We provide results from this restructuring, including improvements in GM’s financial ratios like ROA (from 0.05 in 2010 to 0.07 in 2011) and ROE (from 0.23 in 2010 to 0.25 in 2011). While the recession significantly affected GM, it also affected the rest of the automobile industry, including their American competitor Ford Motors. We compare the main differences between these two important companies and analyze the way they reacted to the recession. We also observe the approach that Ford has taken to recovery, in terms of governance...
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...School of Management Blekinge Institute of Technology How macro environmental forces affect business buying behavior after a recession: A case study of the second hand truck business NAME OF AUTHOR Christos Kakazoukis NAME OF SUPERVISOR Urban Ljungquist MASTER’S THESIS IN BUSINESS ADMINISTRATION, MBA PROGRAM Jan 2011 Thesis for the Master’s degree in Business Administration Autumn 2010 Abstract Master thesis in business administration, MBA Program, School of Management, Blekinge Institute of Technology, fall of 2010. Author: Christos Kakazoukis Supervisor: Urban Ljungquist Title: How macro environmental forces affect business buying behavior after a recession: A case study of the second hand truck business. Keywords: Buying behavior, customer behavior, financial crisis, trucks, PESTEL Background and problem: The financial crisis has had a deep impact on businesses all around the world. This has affected our purchases, both as retailers and as customers. In this thesis I will investigate how the buying behavior has changed, before, during and after the financial crisis with focus on the second hand truck business. I will also investigate which macro environmental factors have affected the buying behavior. Purpose: The purpose of this research is to describe changes in buying behaviors from influence of macro environmental forces. Method: I have used a qualitative method, and as a part of that face to face interviews, to understand and establish a better contact...
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...МОСКОВСКИЙ ГОСУДАРСТВЕННЫЙ ИНСТИТУТ МЕЖДУНАРОДНЫХ ОТНОШЕНИЙ (УНИВУРСИТЕТ) МИД РОССИИ Кафедра английского языка № 4 Н.И. Хватова Английский язык УЧЕБНОЕ ПОСОБИЕ ПО ПЕРЕВОДУ И РЕФЕРИРОВАНИЮ ЭКОНОМИЧЕСКИХ ТЕКСТОВ ЕВРОПЕЙСКИЙ УРОВЕНЬ «С 1» Третье издание Издательство МГИМО-Университет 2009 Данное пособие является третьей редакцией Учебного пособия по переводу и реферированию экономических текстов (первая редакция была выпущена в 1999 году, вторая – в 2006 году). Пособие соответствует Европейскому уровню С – 1 и предназначается, в частности, для студентов 4 курса факультета МБДА. Его основная цель – обучение работе с оригинальной литературой по специальности, что достигается путём создания прочного навыка письменного и устного перевода с английского языка на русский. Table of Contents Chapter I: Management Practices in European, American and Asian Companies Unit 1 – The Man Who Invented Management ….…………………..8 Unit 2 –Want a Nice Piece of a Chaebol?...........................................27 Unit 3 – Last Tango in Detroit?........................………………….…..33 Unit 4 – Lean, Mean, and… German? ………………………………41 Unit 5 – How Failure Breeds Success…………………………….....48 Chapter II: Supply Chain Management Unit 6 – Inventories Won’t Kill Growth …………………………...
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...SG COWEN- NEW RECRUITS Introduction SG Cowen is an investment bank which was created in 1998 when Société Générale (an international bank based in France) decided to acquire Cowen and Company (company which was focused on building up its investment banking and M&A Advisory services). SG Cowen’s activity is focused on emerging growth companies especially in two risky but highly profitable areas: health care and technology. For the success of that business, SG Cowen needs talented, committed and strong cultural fit employees. This report has the goal to describe and evaluate the hiring process of that company and also the criteria that is used to decide among the candidates. In the end, based on the criteria used by the company, we’ll decide which two candidates (out of four) we would decide to hire for SG Cowen. 1. Hiring Process & Evaluation The hiring process for a new class of associates begins in fall and consists of internal and external hiring. 1. Internal Recruitment: a. Those employed as analysts and promoted to first-year associates at the end of their third year (without business school education), or b. Those starting out as interns in the summer and then being offered full time employment after graduation 2. External Recruitment: The hiring strategy focused on “core business schools”. However, Chip Rae, the director of recruiting at SG Cowen, has a different strategy when choosing the “core business school” comparing with what...
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...Saint Petersburg State University Graduate School of Management Group project for the Corporate Finance course (Part II) Financial Statements Analysis, Free Cash Flow Estimation, Company Valuation, Description of Dividend Policy and Recently Taken Projects For PAO Gazprom Performed by group №___ MiM, cohort II Group members: Supervisor: assoc. prof. Yulia B. Ilina Financial statements analysis This part of analysis will be conducted using financial ratios, percentage change in the balance sheets and income statements, as well as common size balance sheets and income statements for the years 2010 – 2014. Some values of industry averages were found in the Thomson Reuters Eikon database. Missing values were calculated using financial statements of the key players in the industry (ExxonMobil, Shell, Chevron and BP). Financial ratios Liquidity ratios Let us look at whether Gazprom can meet its short-term obligations using the resources it has at the moment. Current ratio measures the firm’s ability to pay its short-term and long-term obligations Current ratio= Current assestsCurrent liabilities. Fig.1 For Gazprom it equals 2,38, while the industry average is 1,16. This means that Gazprom can cover all its current liabilities with its current assets easily. It is higher than the industry average, which indicates that Gazprom can cover its current liabilities with its current assets easier than an average company from the industry. Gazprom can invest in...
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...BUYVIP, THE INTERNATIONALIZATION OF A SPANISH DOT COM The “Centro Virtual de Experiencias de Internacionalización” (On-line Centre for International Business Cases) is the result of the collaboration of the Spanish Institute for Foreign Trade ICEX and AEEDE, the Spanish Association of Business Schools , which includes eleven leading Business Schools. The aim of this project is to promote the internationalisation of Spanish SMEs, drawing on the academic rigour of the business schools that have participated in this project. This centre presents case studies of Spanish companies that are successful internationally. These case studies can be found on the ICEX webpage and appear in a multimedia format that includes discussion forums and articles that create awareness of the key issues involved in internationalisation. The success stories chosen represent a broad sample of sectors and geographic areas and show the globalisation process that some of our companies have gone through. The company profile shown here is that of an SME multinational which has become a reference point in its sector, basing its international penetration strategies on factors as diverse as marketing, management, financial liquidity and business alliances. This pioneering project, in Europe and throughout the world, serves to promote and diffuse a comprehensive entrepreneurial culture among SMEs. It promotes the integration and association between universities and businesses, facilitates dialogue...
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...field of venture financing 23 2.2. Current situation and peculiarities of the development of venture capital industry in Russia 28 2.3 The role of state in the system of Russian venture financing 34 Chapter 3: Analysis of venture financing company and recommendations for it development on the example of JSC "Solar-Optic" 45 3.1. Analysis of key financial and economic indicators of JSC "Solar-Optic Ltd" 45 3.2. Analysis of the process of financing of Innovation Company of JSC "Solar-Optic” 55 3.3. Analysis of the sources of funding and recommendations for attraction of potential investor 62 Conclusion 71 Used Material 76 Appendixes 80 Introduction Diversification of the economy, and shift from primary industries to high-tech industry, is not only one of the major challenges facing the Russian economy at that moment, but also largely depends on the pace of development of technology-based entrepreneurship. World experience shows that small and medium-sized innovative companies as economic actors most motivated and flexible in achieving output of scientific and technical products to the market and play an important role in the development of new promising niches. However, high-tech companies in the early phase of its development in the majority cases are not attractive to foreign and Russian investors. Not receiving financial support, they stagnate or close its infancy. Choice of financial instruments and to attract the required...
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...Economy Profile: Russian Federation © 2012 The International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington, DC 20433 Telephone 202-473-1000 Internet www.worldbank.org All rights reserved. 1 2 3 4 08 07 06 05 A copublication of The World Bank and the International Finance Corporation. This volume is a product of the staff of the World Bank Group. The findings, interpretations and conclusions expressed in this volume do not necessarily reflect the views of the Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. Rights and Permissions The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly. For permission to photocopy or reprint any part of this work, please send a request with complete information to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, USA; telephone 978-750-8400; fax 978-750-4470; Internet www.copyright.com. All other queries on rights and licenses, including subsidiary rights, should be addressed to the Office of the Publisher, The World Bank, 1818 H Street NW, Washington, DC 20433, USA; fax 202-522-2422; e-mail pubrights@worldbank.org. Copies of Doing Business...
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...BUYVIP, THE INTERNATIONALIZATION OF A SPANISH DOT COM The “Centro Virtual de Experiencias de Internacionalización” (On-line Centre for International Business Cases) is the result of the collaboration of the Spanish Institute for Foreign Trade ICEX and AEEDE, the Spanish Association of Business Schools , which includes eleven leading Business Schools. The aim of this project is to promote the internationalisation of Spanish SMEs, drawing on the academic rigour of the business schools that have participated in this project. This centre presents case studies of Spanish companies that are successful internationally. These case studies can be found on the ICEX webpage and appear in a multimedia format that includes discussion forums and articles that create awareness of the key issues involved in internationalisation. The success stories chosen represent a broad sample of sectors and geographic areas and show the globalisation process that some of our companies have gone through. The company profile shown here is that of an SME multinational which has become a reference point in its sector, basing its international penetration strategies on factors as diverse as marketing, management, financial liquidity and business alliances. This pioneering project, in Europe and throughout the world, serves to promote and diffuse a comprehensive entrepreneurial culture among SMEs. It promotes the integration and association between universities and businesses, facilitates dialogue...
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...IntMk-CStud-4.qxd 26/05/2005 14:05 Page 563 section 4 case studies cases 4.1 Wal-Mart’s German Misadventure 4.2 Handl Tyrol: Market Selection and Coverage Decisions of a Medium-sized Austrian Enterprise 4.3 Blair Water Purifiers to India 4.4 A Tale of Two Tipples 4.5 Kellogg’s Indian Experience 4.6 Strategic Alliances in the Global Airline Industry: from Bilateral Agreements to Integrated Networks 4.7 GN Netcom in China 4.8 IKEA: Entering Russia 4.9 The ‘David Beckham’ Brand 563 571 574 583 586 590 594 599 604 case 4.1 Wal-Mart’s German Misadventure I don’t think that Wal-Mart did their homework as well as they should have. Germany is Europe’s most pricesensitive market. Wal-Mart underestimated the competition, the culture, the legislative environment. — Steve Gotham, retail analyst, Verdict Retail Consulting, October 20021 We screwed up in Germany. Our biggest mistake was putting our name up before we had the service and low prices. People were disappointed. — John Menzer, head of Wal-Mart International December 20012 ‘Don’t look now:’ low prices all year round! With thanks to Walmart 563 IntMk-CStud-4.qxd 26/05/2005 14:06 Page 564 section 6 case studies section 4 German blues For the world’s largest retailing company, Wal-Mart, Inc., the German market was proving difficult to crack. By 2003, even after five years of having entered Germany, Wal-Mart was making losses. Though Wal-Mart did not reveal these figures, analysts estimated...
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...falling prices. • Manager risk, which is the chance that poor security selection or focus on securities in a particular sector, category, or group of companies will cause the Fund to underperform relevant benchmarks or other funds with a similar investment objective. • Investment style risk, which is the chance that returns from small- and mid-capitalization stocks will trail returns from global stock markets. Historically, small- and mid-cap stocks have been more volatile in price than the large-cap stocks that dominate the global markets, and they often perform quite differently. Small and midsize companies tend to have greater stock volatility because, among other things, these companies are more sensitive to changing economic conditions. • Country risk, which is the chance that world events—such as political upheaval, financial troubles, or natural disasters—will adversely affect the value of securities issued by companies in foreign countries or regions. Because the Fund may invest a large portion of its assets in securities of companies located in any one country or region,...
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