Info Klinik Bisnis

It was the culture, he contends Recall about a year ago. It was the op-ed piece heard all around the business world, when Goldman Sachs vice president Greg Smith dared to announce his resignation on the pages of the New York Times . After an 11-year stint in its institutional sales unit, Smith announced he had had enough and it was time to depart. He decided to share publicly why his disappointments in the business culture led to his decision to leave a fairly lucrative position. (See  CFN: Goldman Sachs and the Letter, Mar-2012 ) At the time of his departure, Smith was head of U.S. Equity Derivatives in Goldman's London office. (In London, he was an "executive director," which at Goldman was equivalent to a U.S. "vice president.") He had progressed swiftly through the ranks and was highly regarded for his expertise in markets, clients and derivatives in his special perch. By most accounts, he was not a difficult employee and colleague. He had made meaningful

Many know the story already. The story about how Michael Dell formed his own company in his college dorm room to sell personal computers. The story's plot soars toward an apex. Dell eventually took his company public, seized substantial market share, and eventually became a billionaire. His stake in the company today exceeds $3 billion (while he has maintained substantial wealth outside the company).  But the story is far from over. In recent years, the company has struggled to maintain market share and has suffered ups and downs in earnings and share prices.  It has reached a pivotal point, where it must decide what it wants to be, who its customer base should be, and what products, beyond conventional desktops, should it sell.  In recent days, founder Michael Dell decided it's time to buy back the company from the public and take it private with investments from himself and the private-equity firm Silver Lake. While reviewing alternatives (remaining a public firm or seeking h

So you’ve been considering making a compensation claim, but with so many options on the market – and so many solicitors available, you aren’t exactly sure where to start. Many people love the sound of “No Win, No Fee” – and let’s face it, when presented with the idea of getting a compensation claim or not having to pay a penny, it’s not hard to see why for many people it’s an attractive offer. I think one of the most concerning parts of any offer such as this is that many of us are incredibly sceptical about things that are seemingly too good to be true, and if you find that you are in this boat, then chances are you will want to know more before you enter into an agreement of this type.  So what is a No Win, No Fee agreement and how does it work? To find out more about how these kind of agreements operate and to look at whether or not they might be right for you, scroll down! What is No Win, No Fee? So a No Win, No Fee agreement or Conditional Fee agreement as they are also known have

If you want to keep your employees happy and productive, you have to reward them. Many managers make the mistake of believing that the only way to motivate employees is with financial incentives. While your employees work for money, it is not what ultimately drives them. Positive reinforcement has been shown to have a huge impact on employee morale and performance. If you want to enjoy a productive workforce, you must reward and recognize them for their efforts.  Set Clear Goals Setting goals that are clear and attainable is crucial to your successful rewards plan. Your staff will have to know what goals they are trying to reach. These goals have to be attainable by your staff for maximum effectiveness. Create milestones and reward your staff for working towards the ultimate goal. If your goal is to sell 1,000 widgets a month, reward them for selling 250, then 500 and so on. Offer Group Rewards Many managers reward individuals for their merits, thinking that this will motivate other em

Lists can be amusing. Sometimes they might be taken seriously.  Magazine and media companies like to produce them--even if they are flawed or biased, because they sell thousands of copies of issues or generate thousands of Internet clicks. They spawn discussion and banter and get people talking. Some lists should be shrugged off and dismissed. Some are worth examining, because they might offer helpful information about the topic being ranked. Employees like good pay, good benefits and, yes, fitness centers Fortune Magazine compiles many lists from year to year. One recent list in its latest issue is its "Best 100 Companies to Work For." To believe in the list and to ensure it's credible and useful, you must believe in its criteria. You must be assured that Fortune has amassed significant data and measured the information properly. Ask employees why their company is a favorite place to work, and you may get dozens of reasons, including especially compensation, benefits, v