The Challenges Of Organizational Change Management

The Challenges Of Organizational Change Management Organization change management is a process in which you bring and manage changes in an organization for the batter performance of the organization. To improve the quality of out put and find the ways to increase the customers level of satisfaction. Find the ways how to compete the competitors and find the techniques to reduce the cost without disturbing the quality of a product. Significant change in an organization Organization changes are made due to many different reasons which are discussed below. To compete the competitors in market For smooth running of business To increase sale level To introduce new technology To improve the performance of organization While making change you should consider your customer in your mind because sometime your customer do not like changes and that bring negative impact in your organization and sometime company makes so much profit by introducing changes. Only making change in a strategy is not only the thing you companies make the changed strategy perfectly but the fail to implements the strategy and even organization implements strategy very nicely but it fails to control it and cannot have proper check and balance on it. A good strategic manager should also develop a changed strategy and implement and even maintain it without disturbing the quality of the product. Formal and informal organizations There are generally two types of organization formal and in formal. In formal organization an organization follows each and every aspect defined in its mission vision statements, goals and objectives and each and every thing is properly documented and follows all procedures while in informal organization company do make any documented record most of the things are verbally and orally. But formal organization can make good changes and maintain it and can also view the success percentage of changes because all things are written and can analyse easily. Bureaucratic organizations Bureaucratic organization is an organization typified by formal processes, standardization, hierarchic procedures and written communication (1) That means bureaucratic organization is an organization where all powers are assigned to a specific person or department there is a centralized power system and each and every task is done according to described rules all communication should be in writing form. Strengths of Bureaucratic organizations Following are the strengths of a bureaucratic organization All process are controlled by superior management All communication is done in written form Division of work is done according to systematic way All employees knows their duties and responsibilities All process is monitored by authoritative person No chance of communication gap All rules and regulation are pre defined Hierarchy structure Weaknesses of Bureaucratic organizations No innovation proves Too long hierarchy chain Prolong communication No dialogue process Long and delay process Delay decisions Lack of communication among top management and employees Comparison of alternative forms of organizational development Organizational Development Inventions and innovation that are made in an organization for the development are called organizational development. These inventions and innovations are pre planned, and applied in an organization in the systematic way, all strategies which are not showing desired results are studied thoroughly and all aspects that are creating problems in the development of organization are revised and changes are planed and implemented in a systematic way. Different types of Organizational Developments Four main areas which require development of change are discussed below. Human Processes Human process needs changes and developments. Highly skilled workers are the assets for a organization and a successful organization always conduct some training and development programmes for their workers. In an organization workers are categorized into many groups like production team, marketing team, account staff, clerical staff, customer service staff etc. all of them have different trainings programmes. If the workers are divided into groups and changes are made for a particular group they can understand and adopt the changes easily. Structural inventions Structural changes are made for the structure of an organization that means an organization wants to reduce its hierarchal chain for the smooth running of business and smoothly flows of information from one end to another end and also for quick decision where it need keeping in view that quality of product do not disturb some time powers are also assigned to a specific department for the batter performance. Human resource management (HRM) As discussed earlier that human is the basic factor for the success of business the company should review their performance and organise some programmes for their batter performance also give them proper reward because if employees are satisfied they do efforts more for the success of a business. Strategic inventions Strategic innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation. That means the strategic innovations holistic, multidisciplinary framework that enables organizations to take a strategic approach to innovation. (2) Task 2: System Development Introduction As the time passes the automobile industry need to bring changes in policies and its infrastructure to survive and compete in the international market. Basically automobile industry is a very large industry and there are many brands that available in the market. To survive every automobile industry has to research and introduce new technology and design in every upcoming model. Ford is one of the leading automotive manufacturing companies in the United States. Based in Michigan in 1903 by Henry ford and grew to reach revenue of $150 billion and more than 370,000 employees by 1996 [1]. In the 1970s, the automobile manufacturing industries (General Motors, Ford and Chrysler) was crunched by foreign manufacturers such as Honda and Toyota. In 1999, Ford took steps to compete the foreign market by acquiring the Swedish Volvo model and expanded it to other regions as well. Furthermore, Ford launched a fully organized re-engineering manufacturing process plan called Ford 2000 aiming at re-establishing the infrastructure of the company. The process was to reduce their vehicle centres to only five covering operations which spanned 200 regions. It also meant to cut down redundancies and to require Information Technology (IT) to be the driving force and the link between the Ford centres worldwide. Organisational development against change in automobile industry Human processes Human nature is to react against the change. Automobile industry need to change their human process to achieve change efficiently and effectively. They need to organise the team work for the change. Strategic Planning against the change Automobile industry needs strategic planning to bring the change to survive in the market of the United States. Ford need to plan how to implement change and earn profit from the changes. Stakeholders These are the participants who could be affected by the change process. In automobile industry directors, managers, share holders, transporters, suppliers, government and financing institutions are stake holders. We have to identify stakeholders affected directly or indirectly by the change. And also we have identified the resistances against the change by the stake holders. Purpose of Stakeholders Analysis Main objective of the stakeholders analysis to clarify the following things: To recognise and categorise the main stakeholders being affected by the organizational change To analyse the reaction of stakeholders against change To get the attentions of the stake holders about the change To find out the stake holders who resists and support the change To get the positive response from the stake holders To cooperate with the Stakeholders for implementation of the organizational change Organization Ford Motor Company Organizational Change: Change is to adopt new technology, techniques and policies to survive and compete the market. Stakeholders in Automobile Industry (Ford Motor Company) Stakeholders Description Effecting level Strategic Stakeholders Directors and higher level management define strategies. Highly Affected Managerial Stakeholders Those who help to implement the strategies, Administrative staff. Highly Affected Operational level Stakeholders Those who are actually running the system as an operating system. Highly Affected Directly influenced Stakeholders These are those stakeholders who are directly affected such as directors and admin staff. Highly Affected Indirectly Influenced Stakeholders These stakeholders are not affected directly. Slightly Affected Suppliers The suppliers are highly affected by the change. Highly Affected Customers/Transporters They are highly affected by the change. Highly Affected Resistance against Change After identifying the stakeholders the next step is to work out the resistance against the change. Cultural barrier to change All the systems, techniques and methodologies being used, are very hard to change to the new one. The change in the culture of the automobile industry i.e. Ford could be very hard to understand the new system. Money It is again a vital barrier to change. The change needs more trained people and implementing this change could be very expensive. Especially for the customers, use of new technology will increase the cost of motor for the end user. Willingness of the Stakeholders In this case, the employees could not be willing to accept this change because of it confusing nature, strange methodology and new organization has to face lots of problems for implementing this change. Time Bringing change in short span of time could be very hard and is barrier to change. Above mentioned are the factors which could discourage the Stakeholders to accept this change and it could be very challenging situation for an automobile industry. Task 3: Implementation Appropriate model for change The world today is ever changing moving from one phase to another and only the thing that does not change is change itself. As the modern business environment is propelled by the three Cs namely Customer, Competition and Change, organizations are always looking for new business innovation to salvage their ailing enterprise.. (Hammer and Champy, 1993) One of such solutions that have been identified and used by many companies is the Business Process Re-engineering or shortened as BPR (4) There are many different views about the management of change in an organization but John Kotter has been accepted a change management guru, gave an eight step approach for managing a Change in an organization, leads a great impact of change management effectively and efficiently. Step One Create a situation when the change is required There are two different approaches about changes one is that wait for the market and time there must be a time that others change their strategy and adopt new techniques or technology to compete the marker or earn more profit and there are one more group who make suddenly make a trend of changing develop, and implement changes this group create such situations in the market that all business competitors always think about changes. Ford motors totally change its infrastructure and make such trend that other automobile also adopt it. Discuss the threats about the change While planning a change you should also keep in mind about the threats of changing that your business may face regarding changes. Develop such strategy that can completely overcome the problem of threats. Ford motors wants to cut off their cost and want to also make more customer and sale. It launch web technology and provide all information about their products on the web and it reduce its cost by closing its outlets from many different cities of all over the world. Find out the opportunities You should have to think about the opportunities of the business that either you have to introduce new models or you have to explore new markets. Ford motors find out the opportunities regarding its business by making some changes in the model and also explore some new market by approaching to the developing countries. Explain the more convincing reasons While finding out the opportunities for the business you should have to focus on the opportunity that is suitable for your company and your company can easily afford and adopt it. Ford had launched its plan to update its infrastructure, and seized the opportunity brought by the global movement of integrating the voice, fax transmission network with data transmission and expanded its WAN to include its offices in Europe and elsewhere.(1) Ask about the customer support While discussing about the changes you should be keep in mind the either your customer will support it or not. Make such plans that are also suitable and more convenient for your customer. Step Two: develop a strong Union To make and implement changes ford make a strong union. Ford want to introduce web technology for this purpose it organize and built a very strong team and make user friendly web that also reduces its training cost that everyone can enter information on the web and it also make a team that properly organize and control the data on the web. Step Three: A clear Vision for a Change To make and implement changes you should have a clear mission that what you want to do actually. Your all staff members must know about the actual purpose that what to do and for what to do. Why you are making the changes. Ford motors had a clear mission that it want to make more sales and explore more markets and also compete its competitors and also want to cut off its cost. Step Four: Tell the Vision Once you have decided to make and implement changes and you have a clear mission you should have to tell your vision to your employees and also to your customers. And take view of your employees and your customers as well. All of the ford motors employees were fully aware about the planning and they have complete knowledge about the vision that what they have to do and for what they have to make changes. Step Five: Take out all the Barriers Make changes is not so simple. It is very difficult and there are many barriers that should be removed that can obstacle the way of changes. Ford motors had make such strategy that others cannot copy it and it also owned the Sweden Volvo and also partially owned the Mazda to gain the competitive edge. Its web technology also requires very huge amount that others cannot copy it easily. And ford motors also registered its new innovation. It tried to almost remove many barriers that can obstacle its way during implementing the changes. Step Six: Develop a short-term Wins Develop such strategies that can be implemented and shows result in short term to obtain and determine the progress and success percentage of the strategy. Do not try to make such strategy that needs very long time to show the result. If something goes wrong you can change it easily and short term tasks are also supervised and implemented easily. Step Seven: Move ahead for a Change. After covering above six steps now it is the time to implement the changes. You should have to develop the ways that how to implement the strategies. Each and every aspect should be discussed in briefly for the implementation for the strategy. Ford motors have also worked on each and every aspect that how it will implement the changes to obtain the desired results. It launched the web technology and provides all its data on it and also cut off its outlets from the several regions to save some cost step by step. Step Eight: attach the Changes in organizational Culture The last and foremost step is that how you will justify the changes made by you in your business strategy and how you will support and attach it with your organization culture. While making changes you should have to also concise on the culture of your organization.

A Natural-Resource-Based View of the Firm

There has been an active debate among management scholars concerning the relative importance of internal firm capabilities (e.g., Galbraith & Kazanjian, 1986; Peters & Waterman, 1982; Prahalad & Hamel, 1990) versus environmental factors (e.g., Hannan & Freeman, 1977; Pfeffer & Salancik, 1978: Porter, 1980, 1990) to sustained competitive advantage. Evidence suggests, however, that both internal and external factors are crucial to competitive success (Fiegenbaum, Hart, & Schendel, In press; Hansen & Wernerfelt, 1989).In fact, many recent contributions attempt an integration of the internal and external perspectives under the banner of the â€Å"resource-based† view of the firm (e.g., Barney, 1991; Wernerfelt, 1984). Resource-based theory takes the perspective that valuable, costly-to-copy firm resources and capabilities provide the key sources of sustainable competitive advantage.Without question, the resource-based view has generated a productive dialogue among previously isola ted perspectives (Conner, 1991). However, this theory (like its more limited internal and external predecessors) still contains one serious omission: It systematically ignores the constraints imposed by the biophysical (natural) environment (e.g., Brown, Kane, & Roodman, 1994: Meadows, Meadows, & Randers, 1992).Historically, management theory has used a narrow and parochial concept of environment that emphasizes political, economic, social, and technological aspects to the virtual exclusion of the natural environment (Shrivastava, 1994; Shrivastava. & Hart, 1992: Stead & Stead, 1992).Given the growing magnitude of ecological problems, however, this omission has rendered existing theory inadequate as a basis for identifying important emerging sources of competitive advantage. The goal of this article is, therefore, to insert the natural environment into the resource-based view–to develop a natural-resource-based view of the firm.Accordingly, the first section of the paper revi ews resource-based theory, highlighting the relationships among firm resources, capabilities, and sources of competitive advantage. Next, I discuss the driving forces behind the natural-resource-based view–the growing scale and scope of human activity and its potential for irreversible environmental damage on a global scale.The natural-resource-based view is then developed with the connection between the environmental challenge and firm resources operationalized through three interconnected strategic capabilities: pollution prevention, product-stewardship, and sustainable development. Propositions are then developed connecting these strategies to key resource requirements and sustained competitive advantage. The article closes with suggestions for a future research agenda.THE RESOURCE-BASED VIEWResearchers in the field of strategic management have long understood that competitive advantage depends upon the match between distinctive internal (organizational) capabilities and c hanging external (environmental) circumstances (Andrews, 1971; Chandler, 1962: Hofer & Schendel, 1978; Penrose, 1959).However, it has only been during the past decade that a bona: fide theory, known as the resource-based view of the firm, has emerged, articulating the relationships among firm resources, capabilities, and competitive advantage. Figure 1 provides a graphical summary of these relationships and some of the key authors associated with the core ideas.The concept of competitive advantage has been treated extensively in the management literature. Porter (1980, 1985) thoroughly developed the concepts of cost leadership and differentiation relative to competitors as two important sources of competitive advantage: a low-cost position enables n firm to use aggressive pricing and high sales volume, whereas a differentiated product creates brand loyalty and positive reputation, facilitating premium pricing.Decisions concerning timing (e.g., moving early versus late) and commitmen t level(e.g., entering on a large scale versus more incrementally) also are crucial in securing competitive advantage (Ghemawat, 1986: Lieberman & Montgomery, 1988).If a firm makes an early move or a large-scale move, it is sometimes possible to preempt competitors by setting new standards or gaining preferred access to critical raw materials, locations, production capacity, or customers.Preemptive commitments thus enable firms to gain a strong focus and dominate a particular niche, either through lower costs, differentiated products, or both(Ghemawat, 1986; Porter, 1980). Finally, Hamel and Prahalad(1989, 1994) have emphasized the importance of â€Å"competing for the future† as a neglected dimension of competitive advantage.According to this view, the firm must be concerned not only with profitability in the present and growth in the medium term, but also with its future position and source of competitive advantage. This view requires explicit strategizing about how the fir m will compete when its current strategy configuration is either copied or made obsolete.The connection between firms' capabilities and competitive advantage also has been well established in literature. Andrews (1971) and, later, Hofer and Schendel (1978) and Snow and Hrebiniak (1980) noted the centrality of â€Å"distinctive competencies† to competitive success.More recently, Prahalad and Hamel (1990) and Ulrich and Lake (1991) reemphasized the strategic importance of identifying, managing, and leveraging â€Å"core competencies† rather than focusing only on products and markets in business planning.The resource-based view takes this thinking one step further: It posits that competitive advantage can be sustained only if the capabilities creating the advantage are supported by resources that are not easily duplicated by competitors. In other words, firms' resources must raise â€Å"barriers to imitation† (Rumelt, 1984).Thus, resources are the basic units of an alysis and include physical and financial assets as well as employees' skills and organizational (social) processes. A firm's capabilities result from bundles of resources being brought to bear on particular value-added tasks (e.g., design for manufacturing, just-in-time production).Although the terminology has varied(Peteraf, 1993), there appears to be general agreement in the management literature about the resource characteristics that contribute to a firm's sustained competitive advantage.At the most basic level, such resources must be valuable (i.e., rent producing) and nonsubstitutable (Barney, 1991: Dierickx & Cool, 1989). In other words, for a resource to have enduring value, it must contribute to a firm capability that has competitive significance and is not easily accomplished through alternative means. Next, strategically important resources must be rare and/or specific to a given firm (Barney, 1991; Reed & DeFillippi, 1990).That is, they must not be widely distributed wi thin an industry and/or must be closely identified with a given organization, making them difficult to transfer or trade (e.g., a brand image or an exclusive supply arrangement). Although physical and financial resources may produce a temporary advantage for a firm, they often can be readily acquired on factor markets by competitors or new entrants. Conversely, a unique path through history may enable a firm to obtain unusual and valuable resources that cannot be easily acquired by competitors (Barney, 1991).Finally, and perhaps most important, such resources must be difficult to replicate because they are either tacit (causally ambiguous) or socially complex (Teece, 1987; Winter, 1987).Tacit resources are skill based and people intensive. Such resources are â€Å"invisible† assets based upon learning-by-doing that are accumulated through experience and refined by practice (Itami, 1987; Polanyi, 1962). Socially complex resources depend upon large numbers of people or teams en gaged in coordinated action such that few individuals, if any, have sufficient breadth of knowledge to grasp the overall phenomenon (Barney, 1991; Reed & DeFillippi, 1990).The strategic significance of firms' resources and capabilities has been heightened by recent observations that companies that are better able to understand, nurture, and leverage core competencies outperform those that are preoccupied with more conventional approaches to strategic business planning (Prahalad & Hamel, 1990).However, a firm's commitment to the existing competency base also may make it difficult to acquire new resources or capabilities. Put another way, the resource-based view may lead to an organization that is like the proverbial â€Å"child with a hammer†- everything starts looking like a nail. Technological discontinuities or shifts in external circumstances may render existing competencies obsolete or. at a minimum, invite the rapid development of new resources (Tushman & Anderson, 1986) .Under such circumstances, core competencies might become â€Å"core rigidities† (Leonard-Barton, 1992). In this article, I argue that one of the most important drivers of new resource and capability development for firms will be the constraints and challenges posed by the natural (biophysical) environment.

Running Head: Substance abuse in prisons.

In most prisons in the world, alcohol dependence is the most prevalence substance abuse.   Most prisoners are said to depend on alcohol and drugs, to relieve stress and tension.   This has been linked to the fact that most inmates are imprisoned for drug – related offences.   These criminals are believed to introduce drugs and alcohol in prison.   The majority of the prison population has shown some evidence of substance abuse.   In Canada, research has shown that at least 7 – 10 inmates have engaged in activities of drug and alcohol abuse.The use of drugs and alcohol in prisons is highly spreading.   Research has shown that women have more severe substance abuse problems than men.   They have also shown a tendency of being involved in hard drugs such as cocaine and heroine than men. These women also have a higher rate of injection drug use than men, at approximately 91%.Heroin is the type of drug abused by most inmates in state prisons of Toronto and Mont rà ©al, while in Atlantic Canada alcohol and cocaine are the most abused. Alcohol and drugs are available in almost all prison facilities in the world.   Research studies have shown that drug trade is much more rampant and violent in the prison than on the street. Despite the efforts to eliminate drugs in prison inmates have always been discovered to test positive for drug tests.The types of drugs available in prison include marijuana, alcohol, drugs, cocaine, tranquilizers, opiates, Hallucinogens, stimulants, sedatives and heroin.   Marijuana is the most common drugs while heroin is the least available drug in prison.Drugs treatment programmes available in California state prison.Programmes for drugs abuse treatment in this prison include, detoxication programmes, therapeutic programmes, drug courts, transitional treatment, maintenance and aftercare and pharmacotherapy methods. In California prison state intensive intervention services are reserved for offenders who are viewed as high risk.   The treatment available is designed to target behaviors that are predicative of criminal behavior.In this prison, treatment techniques such as coping skills training have been used to reduce substance abuse.   Inmates are trained on how to cope in prison without drugs and also given social skills and employment skills. These skills assist in keeping them focused on other positive activities.   Structured relapse prevention techniques are established to prevent inmates from relapsing into substance abuse.   Stress management sessions are held in prisons to help prisoners deal with drug withdrawal symptoms. Willing prisoners are asked to set their goals of treatment and work step by step to achieve them.   This way they are motivated to stop drug abuse.   Community reinforcement techniques have also been started. The community offers its services to the prisoners through voluntary services to encourage motivate them in stopping substance abuse.   However , these treatment programs have not been very effective in the prison.   The programs are not enough to stop usage of substance abuse in prisons.ConclusionI think that more treatment programmes should be established in the prison.   Control and detection programmes should be established to detect any form of drug smuggling into the prison.   Visitors and new prisoners must be thoroughly checked before entering the prison compound.   Routine searches should also be done in the prison frequently to discourage any form of drug or alcohol storage in the prison. Comprehensive screening and assessment of inmates on entry should be performed to identify the treatment programme suitable for each patient. Drug detection dogs should be introduced in the prison to facilitate drug detection in the prison.   Visitors’ areas should be modified to the designs and layouts that are open and easily accessible.   The visiting areas should be completely separated from the inmates sec tion by an impassable barrier. The way against drug and substance should be intensified to eliminate them from our society.References.Substance abuse in corrections. http://www.ccsa.ca/pdf/ccsa-011058-2004.pdf.as retrieved on 26/10/2007.Alcohol info. http://www.alcoholinfo.nsw.gov.au/justice_system/corrections_system as retrieved on 20 Jul 2007.Heroin addiction treatment. http://www.alcoholinfo.nsw.gov.au/justice_system/corrections_system as retrieved on 20 Jul 2007.

Financial and Ratios Analysis of Nishat Mills Pakistan

CHAPTER 1 INTRODUCTION AND HISTORY OF THE COMPANY MISSION STATEMENT To provide quality products to customers and explore new markets to promote/expand sales of the Company through good governance and foster a sound and dynamic team, so as to achieve optimum prices of products of the Company for sustainable and equitable growth and prosperity of the Company. VISION STATEMENT To transform the Company into a modern and dynamic yarn, cloth and processed cloth and finished product manufacturing Company with highly professionals and fully equipped to play a meaningful role on sustainable basis in the economy of Pakistan. To transform the Company into a modern and dynamic power generating Company with highly professionals and fully equipped†¦show more content†¦b. Facilitates Inter-Firm Comparison: It provides data for inter-firm comparison. Ratios highlight the factors associated with successful and unsuccessful firm. They also reveal strong firms and weak firms, overvalued and undervalued firms. c. Helps in Planning: It helps in planning and forecasting. Ratios can assist management, in its basicfunctions of forecasting for Planning, co-ordination, control and communications. d. Makes Inter-Firm Comparison Possible: Ratios analysis also makes possible comparison of the performance of differentdivisions of the firm. The ratios are helpful in deciding about their efficiency orotherwise in the past and likely performance in the future. e. Help in Investment Decisions: It helps in investment decisions in the case of investors and lending decisions in the case of bankers etc. 3. LIMITATIONS OF RATIOS ANALYSIS The ratios analysis is one of the most powerful tools of financial management.Though ratios are simple to calculate and easy to understand, they suffer from seriouslimitations. f. Limitations of Financial Statements: Ratios are based only on the information whichhas been recorded in the financial statements. Financial statements themselves aresubject to several limitations. Thus ratios derived, there from, are also subject to thoselimitations. For example; non-financial changes though important for the business arenot relevant by the financial statements. Financial statementsShow MoreRelatedFinancial Analysis of Nishat Textile Mills Limited13767 Words   |  56 Pagesfinancial interpetation of nishat mills limited Project on: Nishat Mills Limited Subject: Analysis Of Financial Statements Group Members: Abrar Ali Raja Hamid Kashif Umer Riaz Submitted to: Mr. Ahmed Nouman Anees . Introduction The Textile Industry: General market review and future prospects Worldwide businesses were adversely affected by onset of global economic recession in financial year 2008-2009. There has been some recoveryRead MoreRap Acca Obu8880 Words   |  36 PagesOXFORD BROOKES UNIVERSITY RESEARCH AND ANALYSIS REPORT â€Å"AN EVALUATION OF THE BUSINESS AND FINANCIAL PERFORMANCE OF D.G. KHAN CEMENT COMPANY LIMITED (DGKCC) BETWEEN 1 JULY 2004 AND 30 JUNE 2007† (Word count: 6,498) Presented by: KAMRAN KHALID ACCA reg. # 1431751 September 2008 CONTENTS Page No. 1. Research Objectives and Overall Research Approach 1.1 – Topic Chosen and the Selected Organisation 1.2 – Project Objectives 1.3 – Research Questions 1.4 – Research ApproachRead MoreRap Acca Bsc Topic 87801 Words   |  32 PagesOXFORD BROOKES UNIVERSITY RESEARCH ANALYSIS PROJECT RESEARCH AND ANALYSIS REPORT THE BUSINESS AND FINANCIAL PERFORMANCE OF THE HUB POWER COMPANY LIMITED PRESENTED BY: KHAQAN HAIDER Registration number: 1277963 Nov2010 Word count: 5796 words Contents ​Introduction​​​​​​1 Topic Chosen And Its Context 1 Reasons For Selection 1 Project Objectives 2 Research Approach 2 Read MoreComparative Analysis of Gul Ahmed Textile with Industry8589 Words   |  35 PagesANALYSIS OF FINANCIAL STATEMENTS Final Project Gul Ahmed Textiles Limited Submitted to: Prof. Asif Bashir Submitted by: Muhammad Naseem Hayat L1F09MBAM2036 Rustam Javed L1F09MBAM2034 Hasan Mir L1F09MBAM0016 Section: A Dated: Friday, 31 August 2012 Contents Gul Ahmed 3 Firms Comparability: 3 Industry 3 Size of the firm: capitalization 4 Sales 4 Ownership: 5 International: 5 short term credit analysis 6 Analysis of Current Assets and Liabilities: 6 Current Asset Composition:Read MoreInternship Report on Mcb20087 Words   |  81 Pages KIRAN FATIMA EXECUTIVE SUMMARY MCB is one of the leading banks of Pakistan incorporated in 1947 MCB Bank has made significant contributions in building and strengthening both corporate and retail banking Sector in Pakistan. This report is an upshot of my six weeks internship in Muslim Commercial Bank of Pakistan. MCB of Pakistan possesses an imperative and historical importance in the banking sector of Pakistan. It always remains the center of hustles in business activities. It always endows