Evaluating Novartis Financial Performance Over The Past Few Years

Pharmacia 's ROE in 2003 was 29.56% and the industry average was only 12.29%. From the industry average view point, Chem-med is generating much better return on its equity.

I found there to be two reasons for the fluctuating margins for Anagene’s cartridges. The first reason associates itself with the costing method of the cartridges; Anagene calculates the costs and profits using the budgeted volume of sales. Since, Anagene is not yet a fully matured company the budgeted level and the actual level of activity are uncertain. Angese did not change the budgeted rate based upon that actual volume sold. As a result, overhead costs allocated to each catridge increased each month when the volume sold was less than forecasted. The other reason for the fluctuation is that Anagene is still in the process of formulation of new products (cartridges), which require costly testing. Customers demanded these new products irregularly; this caused costs and margins to change a great deal during these intervals.

3. How can an organization maintain its image while dealing with a talent surplus? If layoffs are necessary, what would you recommend managers do to ensure that survivors remain committed and productive?

This paper is going to describe OCBC’s unique approach to talent management and development. Compare OCBC’s approach to talent management and development to other organizations you are familiar with (e.g., current or past employers, a family business). Explain how OCBC’s approach to talent management and employee development been a primary contributing factor to the firm’s success. Evaluate the extent to which OCBC’s approach to talent management and development fits other organizations or industries, including some limitations if applied elsewhere without modification.

Training of General Motors’ employees on their job specifications will improve their productivity. Ofshore trainings in China and Japan are recommended . This will allow the corporation’s manufacturing engineers to learn new efficient production technologies of Japan and China in making cheaper and highly effiecient cars. Motivational incentives such as team building sessions, delegation of duties, self-managed leadership styles, and monetary rewards will boost their commitment to the organization. The combined effect of training and motivation will necesitate restructuring of a pay roll while leveraging on improved productivity of highly productive employees.

In the Table __ and Fig __, you can see how the company has been performing. The overall profitability of the company has increased. Profitability ratios have increased since 2010. In particular, Harvey Norman’s Gross Profit Margin saw a significant growth, it grew 44.7% since 2010. Operating Profit Margin saw a similar result, finishing with a ratio of 10.5 in Financial Year 2015. Harvey Norman’s Net Profit Margin (when positive), have been at best maximum and are further illustrative of the paper-thin margins typically associated with the retail sector. Investments of Return on Assets (ROA) and Return on Equity (ROE) were also substantial, comparing 2010 and 2015 there was a relative decrease in ROA and ROE which doesn’t make much of a difference if the Gross Profit Margin has a strong game. Thus, on the basis of the financial results over the last 6 years, shareholders would definitely be confident about investing in Harvey Norman, unless there is a decline in current asset and equity returns.

A strategic management program is imperative for any successful business in today’s company environment. Organizations are willing to spend not only time, but also invest millions of dollars in the talent management programs because of the obvious benefits the programs create such as employment engagement, customer satisfaction, absenteeism, turnover, employee loyalty, and union avoidance. Talent management programs consists of many critical components that when organized properly foster a setting of continuous growth and success. These components of an effective program include: 1. Onboarding 2. Training and development 3. Performance management 4. Employee engagement 5. Succession planning 6. Mentorship 7.Work Life/Balance 8. Offboarding. Organizations must ensure that they have the human resources capabilities readily available to meet the current and future requirements of an ever changing demand. Therefore, having a strong talent management program is critical and incorporating each of these components will ensure that the talent management program is successful.

| The ROE decreased in the last year but still in the good margin of profitability.

Operating profit margin figures in the table above show the return from net sales[13]. However profit margin ratios are high enough for the 3 years, there is a fall from 12.86% to 11.26% during 2011-12. Sales revenue increases with a higher rate than gross profit so there is a poor

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,

The biggest change in Abbott’s balance sheet can be seen in the composition of its asset accounts. In 2006, % of the firm’s assets were current, while 69% were of the long-term variety. In 2010, however, the portion of current assets increased by 7%. This increase in current assets is most visible in cash and short-term investments (4% in 2006 to 9% in 2010) and corresponds with a higher level of uncertainty in today’s economy. The fact that Abbott Laboratories has chosen to increase the value of liquid assets on its balance sheet indicates low returns on long-term investments and a preference of keeping cash on hand rather than reinvesting in the business.

In this assignment, I have chosen Burberry as the company to report. Burberry is one of the global luxury brand leader with a long history. It operates in three regions, Asia Pacific, Europe , Middle East, India and Africa (EMEIA) and Americas. I am interested in the firm’s performance in recent years. I am going to measure and analysis the performance of the corporate through Annual report 2015/16 and 2016/17 which published on 06-06-16 and 06-06-17 respectively.

The sources of information from which the author has obtained required data and descriptions of methods used to collect the information

is still growing and needs to hire more employees. For the future, do you have any suggestions for Mr. Zheng about employee qualifications and training sessions?...........................................................................................................8