Case Study Of Hitachi, Ltd.

It is the degree to which decision making is concentrated at a single point in the organization. In a centralized organization, top management makes the key decisions with little or no input from lower-level personnel. Centralization builds consistency in the procedures and techniques that representatives use in performing errands. Along these lines, it advances work environment amicability among laborers and diminishes the expense of creation. Centralization is typically useful when an association is in emergency and/or faces the danger of disappointment. The advantage of having centralisation is it helps to create consistency and making quick decision and make uniform actions as decisions are made by only top level people. In small companies where the level of competition is low, centralized system is used. Various levels of administrations are needed in centralized system. This system is basically used in companies with tall arrangements (Kenneth J. and John B. 2003).

1. B&D lost its market share of professional-tradesmen tools segment against Makita Electric of Japan 2. Makita held an 80% share in cordless drills, the single largest product category and a 50% professional-tradesmen tools segment share overall compared to 9% share of B&D 3. B&D maintained #1 market position in the Consumer and Professional-Industrial segments; and only

MTC initially needed to obtain substantial investment capital due to two main factors: a research-heavy industry, and the need to create most of the markets for its products. Although the founders' goal was to become a major manufacturing company, they did estimate that the company would need $50 million in capital before it would become self-sufficient. Their initial financing model was to first recruit a superior technical team, use that to attract additional equity investment and development funding from interested corporations, and then develop manufacturing capabilities. Commercial sales began 2.5 years after inception, and MTC is nearing the break-even point in 1990.

Bosch, the successful leading supplier, technology and service worldwide company, together with its 350 subsidiaries and affiliates, not only the fact that Bosch is a giant operation , but also, the largest supplier automotive components, operating over 260 manufacturing locations and located in more than 150 countries in Europe, Asia, North America, Africa and Middle East. The business divisions of Bosch can be divided into four business sectors: Mobility solution, Consumer goods, Industrial technology, and energy and building technology. The success of Bosch is undoubtedly attributable in great part to its global presence. The company mainly focuses on innovation, invention and development of the products and technologies, as its slogan “Invented for life”. My internship took place in Thailand, at Bosch Automotive. I was working in the Chassis Systems Control department for Sales Original Equipments (CC/SOE1) as a sales coordinator responsible for ASEAN and Australia market, my task and responsibility are quotation and agreement letter preparation, Price management (creation/change) in ACCPAC-system, Sales forecast planning support, General admin support, Presentation preparation for management/customers/etc and Powered Two Wheeler (PTW) and Chassis Systems

Star River Electronics Ltd. is a large manufacturer and supplier of CD-ROMS based in Singapore. It was founded as a joint venture between an Asian venture capital firm, New Era Partners and Starlight Electronics Ltd, UK. It has enjoyed a great deal of success in the past, due in large part to their excellent reputation for producing high-quality discs.

Jabil Circuit Inc. is a publicly traded electronics and technology company who has been excused by their shareholders for insider trading by not reporting they're backdating information. Backdating is not illegal as long as it is reported but unfortunately Jabil Circuit Inc. wasn't reporting. Insider trading is “ the purchase or sale of securities on the basis of information that has not been made available to pubic” (652). With that being said Jabil Circuit Inc. was being tried for SEC rule 10b-5.

Conbraco Industries, Inc. (“Conbraco”) manufactures plumbing and heating products, water gauges, pop safety and relief valves, marine fittings and backflow prevention devices. Those lines join the company's ball valves, actuators and mixing valves as part of the complete Apollo Valves family of products.

Daniel Pink describes what autonomy means and what autonomy looks like. Autonomy uses people, or employees, in the workplace that do not have schedules; they show up when they want. Management involves autonomy, not emanate from nature. Autonomous behavior means people involves acting with the full sense of volition and choice. Moreover, Autonomy differs from independence because it means acting with a choice. People need autonomy over the four aspects of work: task (what people do?), time (when they do it?), technique (how they do it?), and team (whom they do it with?).

I don’t think that autonomy resonates to me to a certain extent. I agree with autonomy after someone has given me some sort of structure that defines my duties. However, I think that I would feel more motivated by money, status, and power. To me when there is a goal at mind I will put in all my effort, but it is also nice to receive gratification for my work. Therefore, if there is an opportunity of advancement and it comes with more pay and more power than I am there. Pink’s discussion relates to the ERG theory in the sense that if the employees are given autonomy they are more than likely to produce more when no one micromanages them. Also, his discussion is related to the hierarchy of needs theory in which self-fulfillment is necessary

This report will give a brief overview of strategic crucial perceptions of the business traits of the Northrop Grumman Corporation. Within the report analysis it will help management to define the organization?s plan for strategic decision making. The report includes a financial overview of the last five years from 2010 to 2014 and includes overviews of the organization?s total sales, net income, earning per share (EPS), and return on equity (ROE). Including a brief overview of the corporate governance, vision and mission statement and analyses of key strategies that the organization basis their core business practices on. A SWOT analysis followed by a TOWS analysis will conclude the report to give an assessment of the internal snapshot of the company?s strengths and weaknesses as well as external assessment to explore the opportunities & threats, a weighted analysis will was used to score the degree of competitiveness and ability to compete successfully, the data from the SWOT was then used in the TOWS analysis, to look at other options that the organization could pursue, by matching the external opportunities and threats with the

What he does: Leads all activities related to the design and implementation of Information Solutions strategies.

An organizational structure is the outline of a company’s framework and guidelines for managing business operations. An organization 's structure and its degree of centralization or decentralization depend on a number of factors, including the size of the organization and its geographic dispersion. In a very large and diversified organization, it is unlikely that a handful of people will possess all the resources to achieve all goals and objectives of the enterprise. As a result, it becomes impractical to concentrate power and decision-making authority at the top. Similarly in a geographically-dispersed organization, a centralized approach will not be the most efficient, as the people with the most authority will be unable to directly supervise operations on a day-to-day basis.

1. The main criteria FEL uses to assign managers to their projects include time constraints and expertise. Clearly, managers with heavy workloads will not do as well as those without significant current time constraints. Hence, the likelihood that the work will progress smoothly under such managers is greater than otherwise. Expertise is also an important requirement to ensure that a project runs smoothly. Hence, the combination of low time constraints with the highest level of expertise appears to be a good basis for successful projects. However, one potential danger of assigning an apparently random number of managers to teams who need to work closely together could create communication problems, especially if these managers have not worked together before, or indeed if severe personality clashes occur. Hence, it might be a good idea to conduct regular assessments of the progress of the work as well as how well managers function together, particularly in a remote location such as Abu Dhabi.

Hi. This video is an attempt to explain what kind of information does NOT constitute a trade secret. The case in point here between Star India Pvt. Ltd vs Laxmiraj Seetharaman Nayak and ANR.

U.S. Semiconductor, a semiconductor manufacturer decided to expand their business to UK market in 1980. Their new business plan needed specialized technical support facility in UK. In order to minimize the equity investment, they decided to fund their assets mostly with debt. As Semiconductor owned subsidiaries, which spread all over the world, they face great exchange risk. Besides, instead of building a production department in UK, Semiconductor kept producing their products domestically and delivered them to UK by plane. British firms also confronted exchange risk due to the difference between import costs and sales revenues. This case mainly involves the discussion on the method of debt funding.