2.3 Causes that led to the appearance of these problems a. External Factors: The basis of both ASEA’s restructuring over the early 1980s and BBC’s willingness to merge with its former arch-rival was a company crisis, leading to slowing growth and performance rates, exposing problems at the business segment and country level. b. Internal Factors: In addition to these external factors, there were a number of internal drivers for change at ABB, often resulting from the inherent weaknesses of the ABB matrix. Misunderstanding the matrix: Despite a range of instruments to enhance internal transparency, and despite the numerous efforts to explain the ABB structure, many employees (as well as numerous external partners) still felt that they did not understand the matrix.
First of all, john begins with an important point about whether procrastination is bad or not, how people and different civilizations throughout the history thought about it and how many famous well known people procrastinate. After that, he mentions the scientific reasons for why people procrastinate in the first place. Finally, he states the benefits for procrastination according to his opinion. Although he writes about the idea in an awesome way( from every aspect) i agree and don’t agree with some points. I agree with him on why people procrastinate and how procrastinating can damage those people, however, I also disagree with some of the so called(by him) benefits for procrastination and with the way he tried to convince the readers with his ideas using fallacies, false assumptions and weak evidence.
Throughout the last years there has been an increase in the CEO turnover rate (see Kaplan/Minton 2006: 2). The board, the committee which oversees appointing and dismissing the chief executive officer of the firm, gets confronted with a difficult decision if the firm performance decreases. It has to evaluate whether or not the CEO is at fault for the bad performance and if a CEO turnover is going to yield an improvement of performance. Typically, the firm performance is considered to be the most significant measure for evaluating a CEO. The ambiguous part of evaluating performance is assessing in what ways the CEO is responsible for it and how a CEO turnover is going to improve firm performance.
In today’s competitive environment, the rate of mergers and downsizing is increasing day by day. In order to face the challenges caused by high competition between firms, organizations are trying to merge more and more in order to reduce their cost, Increase high market share, obtain highly qualified and skilled employees and make their workforce more diverse. All these are done due to gain the competitive advantage and for remain in the market. When two companies deal to merge themselves, the most important concern of HR department should be their workforce or employees. Whenever companies merge, there is likely a chance of downsizing which result termination of employees which creates anxiety, stress and discontent among the employees.
Over the past two decades we have witnessed unprecedented change sweeping the workplaces of the western world. We now live in an age of chronic uncertainty where chaos abounds and where the pace of change continues to accelerate. Some of the key challenges in managing today’s workforce include the following: • The ‘demographic crunch’ of an aging workforce with a shortage of talent and an excess of labor; • A more diversified and mobile workforce in terms of age, ethnicity and preferences; • The growth of the contingent workforce (to minimize risk and maximize flexibility); • The need for workforce reconfiguration with a changing skills mix (particularly with the interruption to traditional business models due to the
I. Statement of the Problem PUMA’s breaking point throughout 2007-2012 and how they cope up with it. II. Background of the Case Throughout the years, PUMA faced drastically many crises that arises in different segment or part of the company. One of this crisis are the ups and downs of the Economy, In the second half of 2009 there were a Heavy drop in the Global Economy that has taken over a whole new dimension with exacerbation the of financial crisis.
Although good CGP of any FIs either domestic or international is fundamental to its very existence, this topic has become a lightning rod for many organisations and governments institutions leading to both business and political debate in the last few years. Perhaps, spectacular failures in CG of many FIs as seen in the recent financial crisis have raised issues about ethical behaviour and culture of the conducting business in the board of many FIs indeed. The single principal objective of CG is the optimization of returns while increasing values to the shareholders. Meanwhile, in order to achieve this goal, good CG practices should focus the attention of the board of directors of FIs by developing and implementing a strategy that ensures corporate growth while improving the value of the FIs equity. HANDOUT
3. Theory and hypotheses Institutional theory of downsizing Downsizing has been one of the most critical strategies for firms facing managerial challenges. Particularly in an era of global financial depression, many firms have adopted organisational downsizing strategies to survive (Wilkinson, 2005). The performance and Total Quality Management 249 Downloaded by [University of Johannesburg] at 05:55 09 May 2016 effectiveness of downsizing have been controversial, generally harmed employees and their families, and even caused social problems (Mckinley et al., 2000; Mckee-Ryan & Kinicki, 2002; Tsai & Yen, 2008). The reasons for downsizing popularity have been investigated, including its negative effects.
In recent years, supply chain has become strategic need of the company to perform consistently in turbulent market. The supply chain has evolved over the years as a strategy, however it took almost two decades to understand the evolution of supply chain from traditional transportation practices to an integrated approach which binds all the functional competencies, information’s flow and fund flows from one end to other ends which connect to remotest links which one firm have never realized. The intense competitions among firms, depleting natural resources, environmental concerns, political instability, crumbling economies and increasing inflation rates have forced the firms to aligned and adapt themselves in the tune of global needs of the
This methodology has picked up popularity since the 1980s for organizations hoping to cut expenses during tough economic times. Its most regular structure comes in employees layoffs, which lessen finance costs for the organization. Downsizing may likewise include covering a few operations or offering certain employees early retirement. Employees downsizing is a nightmare feared by most of the employees working in the corporate world. Not only that, employees nowadays will have to reconcile with the ugly realities of the corporate world and they may have to be