Corporate Management

Term of Sustainable Development

2010-02-11T04:18:00.000-08:00

The term "sustainable development" is in many political speeches, but implementation is very diverse and sometimes perverse. Liberal ideologies emphasize the possibility of reconciling economic growth with environmental preservation through increased productivity (producing more, consuming fewer resources and less waste) and social equity for the general improvement of living conditions ( it is not always immediate).

Some more radical ideologies ecologists emphasize zero growth options and strict application of the precautionary principle, which is to stop doing certain activities until proven production that are not harmful. Other environmentalists argue the economic decline. The latter believe that respect for the environment is not possible without reducing economic output, and we are currently above the natural regeneration capacity of the planet, as evidenced by the different estimates ecological footprint. In addition, it also questioned the ability of modern life model to produce welfare. The challenge would be to live better with less.

Ecosocialism argues that capitalism, being based on growth and the steady accumulation of assets by increasing the rate of growth is ecologically unsustainable. However, economic development is not necessarily (as authors such as Herman Daly) synonymous with economic growth or human development. Still, any measures concerning production activities not only have negative or positive effects on the environment and the economy of enterprises, but also influences on employment and social fabric.

Economic & Social Development

2010-02-10T03:46:00.000-08:00

An economic and social development respectful of the environment

The goal of sustainable development is to identify viable projects and reconcile the economic, social, environmental and human activities "three pillars" to be taken into account by the communities, both businesses and individuals:

Economic: financial performance "classic", but also ability to contribute to economic development in the field of entrepreneurship at all levels.
Social: social consequences of the activity of the company at all levels: employees (working conditions, salary levels, etc), suppliers, customers, local communities and society in general, basic human needs
Environmental: compatibility between corporate social activity and the preservation of biodiversity and ecosystems. It includes an analysis of the impacts of corporate social development and their products in terms of flows, consumption of hard or slowly renewable resources and in terms of waste generation and emissions .This last pillar is necessary for the other two are stable.

Sustainable Development

2010-02-09T03:34:00.000-08:00

The field of sustainable development can be divided conceptually into three parts: environmental, economic and social development. It considers the social aspect of the relationship between social welfare to the environment and the economic boom. The result is a triple set of indicators of organizational performance in all three areas.

Need to meet societal needs such as food, clothes, housing and work, for if poverty is common, the world will aim to disasters of various types, including ecological ones. Also, the development and welfare, are limited by technological, environmental resources and environmental capacity to absorb the effects of human activity. In this situation, there is the possibility of improving the technology and social organization so that the environment can recover at the same rate that is affected by human activity.

Strategy is Individual Operations,

2010-02-08T03:29:00.000-08:00

In that sense, the operational capabilities of a firm should be viewed as a portfolio of resources that adapt to changing product needs and / or customer service. The strategy is individual operations, specific to each company, but we can enunciate some general trends, according to age and country, in a historical perspective. For example, in the U.S. in the years after World War II, companies experienced a strong demand from its customers, which had remained unsatisfied demand during the war, so its operating strategy geared towards mass production of standardized goods. During the same period, Japan, in its need to regain foreign markets to guide their operations strategy to optimize the relationship between quality and cost.

The Operations Strategy.

2010-02-06T03:27:00.000-08:00

The operations strategy - say Chase, Aquilano and Jacobs - refers to the development of policies and plans for the use of company resources in support of the competitiveness of the company long term. The word "strategy" always involves a long-term process that seeks to promote the implementation of changes necessary for better alignment and business response to the changing requirements of the context, ie the achievement of objectives of a permanent nature in the midst of changing circumstances .

In industrial enterprises, the "operations" refers mainly to manufacturing and other activities directly related thereto, namely, the transformation of raw materials and other inputs into finished products. In utilities, operations in their present strategy some similarities (especially if the service has a strong component of support material) and some specific differences that we shall see.

The operations strategy coordinates the operational targets with the goals of the organization as a whole, into a broader scale. These broad goals of the firm change over time, so that operations strategy should be designed so that anticipates future needs.

Online Survey Of Corporate Management

2010-02-05T23:29:00.000-08:00

This online survey, totally anonymous, aims to better understand the concerns of financial managers and provide an update on developments in their profession. It will allow them to share their vision with their peers and accelerate the exchange of best practices in the field.

"For several years we are seeing rapid adoption of financial reporting tools among our readers and the arrival on the market a new solution for strategic management of performance is always an event," said Laurent Leloup, editor CFO-news. "With the crisis, it seemed appropriate to partner with Tagetik for an update on the readiness of financial departments, their ability to adapt to new regulations and their implications for financial governance.

"Helping financial executives to gain visibility and drive all of their activities is at the heart of the profession Tagetik" says Bruno Leblanc, Vice-President and General Manager of Tagetik France. "But beyond the software tools and marketing speak, we want to draw CFO-news with an inventory of the reality as experienced by the financial departments, understanding the personal implications of the crisis we are living in these responsible. We hope that this association with CFO-news we will open the debate, and promote exchange of best practices around to stay on track and tackle 2009 with optimism. "

Business Environment and Climate

2010-02-04T23:24:00.000-08:00

Environment and Climate

The contribution of Air France-KLM to climate change is mostly in emission greenhouse gas emissions produced by aircraft engines. The group anticipates and assumes its responsibilities with regard to this global issue, including its "Climate Plan" and its modern fleet in constant renewal. It mobilizes all its entities to reduce its carbon footprint, continuing the optimization of flight, reducing the impact of its ground operations and investing heavily in research. Air France and KLM have made public commitments to reduce their CO2 emissions. The group recognizes biodiversity as a major global issue. Although its direct impact is limited, its indirect effect

through climate change, retains its full attention.

The main direct environmental impacts are exhaust emissions and aircraft noise and to a lesser extent, liquid waste, gaseous and solid generated by activities on the ground. Locally, the major impact lies in the noise, the modernization of the fleet and the generalization of the Continuous Descent Approach reduce and NOx emissions that affect air quality. The onboard service, maintenance and other ground activities consume energy, water and generate waste and gaseous and liquid, with risks of soil pollution. Other indirect impacts relate to the business on the airport sites, the ecological footprint of suppliers and the end of the lifecycle of aircraft, including optimization of decommissioning has become a major issue for the group.

Interim Management

2010-02-03T23:14:00.000-08:00

The interim management is the temporary provision of managerial skills and additional resources.

Specifically, the interim management can be seen as a short term mission performed by an experienced manager to manage a period of transition, crisis or change within a company.

Such a need may arise for example when a permanent function is not needed or when not possible to find someone quickly to fill and also to appropriate person is available internally.

Benefits

Several factors explain the growing enthusiasm for the interim management:

Speed. The interim manager may be in place within days, which is welcome when the time factor is important.
Qualification. The interim manager will often be slightly more qualified than what is required for the position he will occupy. This allows it to be up and running quickly and efficiently, minimizing the risk of failure and, more importantly, ensuring the success of the mission.
Objectivity. Free to share any involvement in the choices of the past and now devoid of personal ambition to another within the company, the interim manager will be able to work and analyze the issues objectively.
Disclaimer. Beyond the simple role of consultant, interim manager will be a traditional manager, the responsibility to implement or manage a business line or project and should therefore be accountable for their performance.

Management of Sustainable Development

2010-02-02T22:55:00.000-08:00

Management of Sustainable Development

To effectively tackle the challenges of today and tomorrow, Air France has created an organization that reflects the various issues of sustainable development and dedicated tools. Since 2006, the company has a reporting tool for sustainable development.

Today, stakeholders of Air France are known. The Company has long been committed to building a lasting relationship with each. Air France has information tools to improve transparency. And to better communicate and interact with its stakeholders, the Company has also established various forms of consultations.

The operational efficiency. What we all want

2010-02-01T21:51:00.000-08:00

Operate efficiently is the desire that every entrepreneur aspires for your organization, reach this category is sometimes a headache, due to various factors that may affect it. Although there are different definitions of efficiency, in any case the purpose is to achieve the effect you want using the best means possible.

Notwithstanding the foregoing, this definition seems still somewhat ambiguous and employers need a practical tool that will enable
a high degree of accuracy, ensuring that business operations are conducted strictly using the resources (costs) required.. Expressed as soon leads to the need to establish benchmarks that bring the action to be taken by the company's operations, taking into account the technology installed, so that these operations are implemented efficiently. To achieve this purpose can make use of three elements of comparison:

Comparisons of results with the budget period for that phase, the indicators revenues, costs, expenses and profits.
Similar comparison but for a similar period before.
Comparing the results of activities carried out by the company with others in the same sector.

Here is an example that allows a better understanding of what the efficiency of operations. This is a retail institution that sells food and beverages, works 365 days a year on rotating schedule that runs from 10:00 am at 12:00 at night..

How to Create an Efficient Corporate

2010-01-31T03:24:00.000-08:00

How?

Direct your business properly. The presence of the chief leader is essential for any business. The first step will be efficient in their hands should structure your business as best as possible, assign the right jobs and choose the best candidates to fill them. Proper selection is critical to efficient workers, active, respectful.
Have a strategic plan. An efficient company has clearly defined its objectives and strategies to achieve them and is able to pursue and achieve them. The strategic plan should mark the guidelines and behavior for an organization to achieve the aspirations that have arisen.
Make clear the responsibilities of workers. Workers should know the working conditions, hours, benefits, responsibilities, etc. to work the best.
Manage work time properly. Inefficient firms often end up working more hours than are appropriate or under stress conditions. Use proper time in the company is essential to be efficient. Be sure to set up meetings at fixed hours and avoid spending these hours, fix time also for recreation and fun. The most difficult projects and tasks should be scheduled as early as possible.
Rate teamwork. The participation of workers translates into higher performance. Efficiency condition is put in the effort of others. Listen to their ideas and incorporate them into its strategic plan. When his colleagues really understand the business where it is going will be much more willing to work for it. An efficient company has employees motivated and promotes its growth then make sure to give them the greatest possible benefits.
Invest in your people. Its workers are the main capital of your company. Be sure to train them in new technologies and in the necessary fields that his company requires.
Do not forget about technology. The technology is vital in a business to be efficient. Many of these may facilitate the work, allowing to achieve the goals faster. For customers, an efficient company is able to meet and exceed your expectations.

The Management Control Systems. The structure & Operation.

2010-01-30T09:34:00.000-08:00

From the earliest church, the man raised the need to regulate their actions and resources according to their survival as an individual or social group organized. In any case, there was initially, an instinct for preservation and further development bio-psycho-social, organizational awareness enabled them to manage their resources
. Thus arose a process of regulation and definition of activities that guarantee:

Directed towards a specific need or idea, usually guided by a leader.
Have food, tools, land and even fishing spots in a given time of year.
Knowing exactly who or who was responsible for one or another task.
Detect a fault and possible causes.
Acting before a situation which goes against what was planned.

This process was initially a intuitive activity, was improved gradually and eventually evolved into models that would strengthen its reasonableness and therefore have been deepened and refined its operating mechanisms and forms of delivery, into systems that are adapted to specific and individual characteristics have become part of elementary and focus of any organization.

With the development of society and production systems influenced by scientific and technical development and industrial revolutions, how to deal with objective situations has required a greater depth of analysis and concepts in tasks or play certain roles and keep at least one level of competition to survive. Emerge from this process ideas and terms such as management and everything she represents.

Management is characterized by a broader view of the real possibilities of an organization to address a particular situation or arrive at a particular purpose. It can be assumed, as the "layout and organization of the resources of an individual or group to obtain the expected results. Could be generalized as a way to align efforts and resources to achieve a particular purpose.

The control systems for strategic management of organizations.

2010-01-29T08:18:00.000-08:00

All steering, however different their characteristics or social function, consists of a set of complex functions in conformation and performance. For Newman (1968, p. 21.): "The leadership has been defined as the guide, conduct and control the efforts of a group of individuals toward a common goal."

The job of any manager can be divided into the following functions:

Planning: determining what to do. Decisions involving the clarification of objectives, establishing policies, setting programs and campaigns, identifying specific methods and procedures and setting a daily forecast.
Organize: grouping the activities required to develop plans in units directives and define relationships between executives and employees in such operating units.
Coordinate resources: to obtain, for use in the organization, executive staff, capital, credit and other information necessary to conduct the programs.
Direct: issuing instructions. It includes the vital point of the programs to assign responsibility for carrying them out and also daily relations between superior and subordinates.
Controlling: monitoring whether the practical results conform as closely as possible to the programs. It involves standards, know the motivation of staff to reach these standards, compare actual results with the standards and implement corrective action when reality deviates from the forecast.

Whenever you're in the presence of a management process, these functions must be implied, although the subdivision has introduced purely analytical and methodological, since they all occur simultaneously in a given period of time, and without complying this default order in which it occurs. At present, this subdivision the only form of planning, organization, direction and control, recognizing that in any of the other, coordination is one of them.

What it is indisputable is that each of these functions plays a specific role within the management process, complementing each other and forming a relationship management system. Despite the role of each, many authors consider the relative importance of planning for others.

Control Systems in the Organizational

2010-01-28T01:23:00.000-08:00

Here are some of the contributions that have been made to control systems in the organizational world. According to Gerry Johnson and Kevan Scholes (1997, p. 264.): ". Managers often have a very limited view of what constitutes managerial control of a strategic context."

Both consider the control systems into two broad categories:

1. Information systems and measurement: financial systems, indicators, etc.

2. Systems that regulate the behavior of individuals.

Other authors set times by which you must pass through any control system. For Harold Koontz and Heinz Weihroh (1994, p. 128.) Any control system must pass through these three stages:

1. "Establishment of standards and critical points.

2. Performance measurement.

3. Correction of deviations. "

This foundation is very similar in general to the classical concept of control. Both concepts stand and base the following:

The establishment of standards and critical points, enables management to directly oriented indicators to report on the situation (a priori or a posteriori) of the organization. The plans provide a comparison with what has been achieved, but attacks against innovation.

At this point involves determining the objectives that outlines the organization to overcome them but little flexibility in the most cases only helps them survive.