11 |
Measurement and comparison of managerial attitudesRamakanth, J 10 1900 (has links)
Managerial attitudes
|
12 |
Bonus shares-Their implications for the value of the firmSarma, Narasimha Narasimha 05 1900 (has links)
Bonus shares
|
13 |
A study of employees motivation in punjabrao krishi vidyapeeth akolaThakare, Kshipra S January 1991 (has links)
Punjabrao krishi vidyapeeth akola
|
14 |
Participative management in some select public and private enterprisesSastry, Rama Krishna G B January 1981 (has links)
Some select public and private enterprises
|
15 |
Consumer behaviour and marketing strategies of electronics firms - A study of select consumer productsReddy, Mallikarjuna K 06 1900 (has links)
Marketing strategies of electronics firms
|
16 |
Job satisfaction and work motivation among workers in select industrial undertakings in hyderabadAli, Mohammed Abbas January 1978 (has links)
Select industrial undertakings in hyderabad
|
17 |
A study of personality traits, needs and achievement motivation of enterpreneurs of PunjabBawa, Daljit Singh January 1988 (has links)
Personality traits, needs and achievement
|
18 |
A MANAGEMENT TOOL FOR PHARMACEUTICAL CONTRACT RESEARCH ORGANIZATION.Jacobs, Yvonne Leonie 16 May 2005 (has links)
Competitive success for a Contract Research Organization (CRO) entails unlimited process
improvement to sustain excellence.
Chapter One describes the generic business environment CROs operated in which customers
dictate the pace of competition through asking for higher standards of quality, speedy
delivery, reliability, and lower prices, as markets are becoming increasingly saturated.
Opportunities for market growth and maintaining market share, are testing experiences for all
CROs. This imposes the tenets of theories and models on CROs so as to understand the
critical factors that have a statistically significant effect on their bottom-line figures. CROs
need to take note of causal factors drivin g time and costs, even at the height of their success.
Therefore, Chapters Two and Three present informative writings on the tenets of best-practices
and activity-based management, because best-in-class principles must be reviewed
to contemplate which risks to take; which new ideas to implement; which critical factors will
drive success, and which will challenge the myths distinctive to the contract research
environment.
Informative writings, documented as background information, were used to evaluate the
results presented in Chapter Five. During the construction of a model for a CRO in the final
Chapter, an attempt is made to explain phenomena experienced in everyday life and to discern
aspects necessary to sustain competitive success in contract research. For the purpose of this research a model is defined as a set of statements that make explanatory or causal claims
about reality, statements that aim to represent everyday phenomena as accurately as possible,
and simplify our understanding of the CRO business environment. This research is aimed at
developing a management model to explain the particular phenomena applicable to a
pharmaceutical CRO and can be classified as an empirical study, analyzing existing primary
and numerical data, gathered from a case study.
Although management models are well described in literature, this research adds value to an
aspect still to be researched, i.e. a management model comprising the most applicable best-practices
for a pharmaceutical CRO. Because throughput time is of utmost importance in
clinical drug research programs and because time consequently generates costs, an activity-based
methodology is considered the best-in-class information tool to gather the necessary
data for the calculation of time and cost factors for a CRO.
The results presented in Chapter Five, analyzed with a statistical linear regression model
using univariate and multivariate analyses to discern which variables have a statistically
relevant effect on time and cost factors, were used to formulate the management model in
Chapter Six. The productivity model presented shows that if the productivity of the
operational divisions imitates the output of the most productive division, the profit can almost
be doubled, or conversely, the same profit can be maintained but, with a reduction in the
number of full time employees.
This holds win-win benefits for the company and the customer, especially if cost can be used
as leverage in a competitive market. Pricing is a complex instrument because of the two-sided
conflict and competitive nature of the buyer -seller relationship where the oneâs gains
are the otherâs loss. The researcher evaluated time, costs and pricing to make pricing a win-win
element through which improved throughput efficacy can provide greater customer value
and higher profits to the shareholder.
Secrecy agreements are signed between CROs and sponsoring companies and therefore
project information is the intellectual property of the sponsoring company. This limiting
factor inevitably made a case study approach for this research project a necessity. Research information should preferably have been included from different CROs worldwide, and a case
study approach may be regarded as not meeting minimal design requirements for comparison.
However, a single, well-designed case study can provide a major challenge to informative
writings and theory. It can provide new insight into traditional concepts and figments of the
imagination, and identify statistically significant cost drivers to sustain the knowledge base to
make recommendations on the optimization of resource utilization. As CROs enter foreign
markets, global harmonization of clinical trial standards serve to provide uniformity in
processes in trial execution. Guidelines reach beyond the sponsoring country to regulate
quality and ensure uniformity of trials globally. Thus, the results obtained from FARMOVS-PAREXEL
case studies can be extrapolated to other CROs and the model formulated, as a
result of global uniformity enforced by regulations universally applicable to CROs.
The project was important because in the quest for developing new drugs, CROs compete
inter alia as providers of choice on timelines and price. The interpretation of the results
emphasized that factors traditionally perceived as cost drivers, may not have statistically
significant effect on time or cost factors. The synergy between techniques applied from the
theoretical fields of accounting and project management, i.e. to quantify and optimize
resource ut ilization, provided the information to formulate a unique management model for a
CRO. The lack of outcome based research results, from a management perspective, on
resource consumption during the execution of bioavailability studies, emphasizes the
importance of this research project.
The research results indisputably prove that concepts and traditions need to be tested with a
statistical linear regression and productivity model as the core logic of a management model
for a CRO. The results conclusively indicate that a management model with a customer focus
for a pharmaceutical CRO is a necessity to align financial performance measures, which are
pivotal in the alliance with the customer and shareholder.
|
19 |
PERFORMANCE MEASUREMENT PRACTICES IN SELECTED ERITREAN MANUFACTURING ENTERPRISESWeldeghiorgis, Kidusan Yohannes 28 June 2006 (has links)
Performance measures in the past primarily focused on production and were
aimed at attaining increased short-term operational efficiency in terms of
financial indicators. This type of measurement is too narrowly focused as it
ignores critical measurement indicators that makes or breaks the company
such as human capital, processes, customer interface, etc. In this regard most
African countries are finding it extremely difficult to compete in the dynamic
and changing global business environment.
This study aims to assess to what extent Eritrean manufacturing enterprises
use integrated performance measures, extent of its utilization and perceived
relevance related to their actual financial results. In this regard an integrated
model such as the balanced scorecard approach (financial, customer
satisfaction, internal process/operational and employee satisfaction
measures) was selected as reference for the study.
A survey was done to gather data. Qualitative and quantitative techniques
were employed for analyzing the data. The specific methods of data analysis
include descriptive statistics such as tabulation, cross tabulation,
computations of frequencies, and computations of percentages as well as
correlation and regression analysis. The relative importance of financial as
well as non-financial measures in relation to the performance evaluation
process in the context of manufacturing enterprises was investigated. The
result of the analysis indicated that the majority of respondent enterprises
primarily focus on financial measures, using historical data, accounting profits
and financial ratios which are compared with industrial trends. The financial
measures are considered as having great importance in the respondent
enterprises. Despite the fact that the non-financial measures are as important
as the financial measures - little or no attention is being paid to non-financial
dimensions. The result of the analysis revealed that there is a clear and
strong relation between the financial performance and the non-financial performance measures (customer satisfaction, internal process/operational
and employee satisfaction). In addition, empirical findings suggested that the
non-financial measures are significant explanatory factors of financial
performance. More importantly, findings show that manufacturing plants that
consistently employed both financial and non-financial measures performed
better than those that do not.
Based on the results of the study important policy recommendations are
outlined. Manufacturing enterprises have to invest in re-training employees to
get motivated and competent people to produce customer perceived product
quality as well as continuous improvement of operational processes, which
may help the enterprises to compete in todayâs dynamic business
environment. Generally the study has collected essential numerical evidence
for the future development of manufacturing enterprises. Knowledge and
understanding of the critical factors underpinning enterprisesâ performance
can lead to further improvements. In turn this will help the overall development
of the national economy.
|
20 |
STRATEGIC MARKETING PLANNING FOR RADIO STATIONS IN LESOTHOMaliehe, Makhakhe 22 August 2008 (has links)
This research study advocates that radio stations in Lesotho should make full
use of the benefits offered by marketing both as a philosophy and a business
function. The research study also recommends that the radio stations in
Lesotho use the strategic marketing planning steps and approach that have
been prescribed throughout this project, that is, the development of a mission
statement, corporate objectives, situation analysis, competitor analysis, and
marketing objectives.
|
Page generated in 0.0295 seconds