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Companies
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What is Companies?

Companies sit at the center of business education because they serve as the primary unit of analysis for understanding how markets, management, and economies function. Courses in business administration, organizational behavior, international business, and human resources all use the firm as a starting point for examining broader questions about competition, labor, strategy, and social responsibility. What makes companies academically interesting is their dual role as economic actors and social institutions — they generate products and profit while also shaping employment, culture, and public policy in significant ways.

Student papers on this topic approach companies from a wide range of angles. Some take a case-study format, examining specific organizations and markets, such as direct foreign investment decisions or the entry of Ford and General Motors into the Russian market. Others focus on functional areas like global human resources management, training and development practices, and quality management's effect on domestic and global competition. Policy-oriented papers address issues such as job outsourcing and its effects on the U.S. labor market, while ethics-focused essays examine corporate social responsibility and global sociocultural obligations. Leadership analysis also appears, looking at what makes executives effective in complex organizational settings.

A strong essay on companies should establish a focused thesis tied to a specific business function, market condition, or organizational challenge rather than attempting to describe a company in general terms. Evidence drawn from industry data, financial performance, or documented management practices carries the most weight. The most common pitfall is treating a company as a background subject rather than a lens — the firm should be used to illuminate a larger argument about markets, organizations, or strategy.

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Coca-Cola vs Monster Beverage: Investment Analysis
The modern day business environment is continually challenged by emergent threats from both within and outside its immediate environment. In other words, the micro and macro environments of economic agents raise both opportunities and threats, to which the companies have to adapt in an effort to perverse their competitiveness. Some of the more relevant examples of contemporaneous challenges include the changing needs and behaviors of the customers, the changing laws and legislations, the rapid pace of technologic development or the still ongoing economic crisis.
Essay Doctorate
Civil Rights Act of 1964: Title VII and Equal Employment
This is a ten page paper about Title VII of the Civil Rights Act of 1964, which covers Equal Opportunity. The paper includes background information about the situations leading up to the passage of the Civil Rights Act, including the counterculture and Black Power movements. In addition, the paper talks about how the Title VII provisions remain important and where we stand today.
Essay Doctorate
Five Emerging Ethical Issues for Business in the 21st Century
This paper identifies and discusses five emerging ethical issues for business organizations in the twenty-first century. The forces of globalization have increased the degree to which diverse groups in society have grown dependent on one another. Hence, their expectations influence the freedoms and responsibilities of other groups. The expectations of various stakeholders have placed greater responsibilities on business organizations to be ethical in their communication with their stakeholders. Business organizations are under growing pressure to be ethical in their employment practices and in the sourcing of raw materials and labour for their operations. In addition, they are expected to recognize their responsibility towards the economic and social development of the communities where they operate and those that they influence through their operations. Hence, business organizations are also responsible to act ethically in relation to their use of the resources of the environment and to the extent that they influence it in adverse ways, such as by polluting it.
Essay Doctorate
Going Green with Information Technology: Benefits and Challenges
This paper provides a review of the relevant literature to provide a definition of going green with information technology and present an analysis of the impact of going green with information technology on the environment. A discussion concerning the pros and cons of going green with information technology is followed by a description of some ways to go green with information technology. Finally, a summary of the research and important findings are presented in the conclusion.
Essay Doctorate
Cross-Cultural Communication Barriers and Theories Explained
With increased competition being witnessed in many industries, Multinational companies are setting shop to new foreign markets as a way of increasing their profitability and remaining competitive. Many countries have liberalized their markets, and present advancement in technologies has made it easy for companies to open new branches in foreign markets. However, this also comes with it challenges, particularly relating to cross-cultural communication.
Essay Doctorate
Variable Costing vs. Absorption Costing in Managerial Accounting
Managerial Accounting refers to the processes in application by the company or business organization to identify, measure, analyze, interpret, and communicate vital information in relation to pursuing the mission, objectives, goals, and vision of the entity. Financial information serves different needs within the context of the company. Managerial Accounting Profession is crucial to the development of the business environment in the contemporary world. Certified Management Accountant represents an accounting designation in which the holder expresses expertise in both strategic management and financial accounting
Essay Doctorate
Apple Inc. Talent Recruitment, Selection, and Training
Apple Company Introduction This paper delves into the Apple Company and how it recruits talent, how it selects and trains talent, and why it has become the most successful and most visible technology company in the world. Description of Apple The Apple Company (Apple Inc.) was first incorporated on the 3rd of January 1977. Apple is known for its excellence in "…designing, manufacturing and marketing mobile communication and media devices," according to the Apple profile written by Reuters. Steve Jobs and Steve Wozniak worked together to invent the Apple computers (Apple I and Apple II), and Apple II was the first successful computer designed for home computing using a mouse-driven graphical device. Meanwhile, today, the devices that Apple designs and manufacturers include personal computers, portable digital music players, iPhones, iPads, Macintosh products, apple TV among other electronic devices. In addition to these products, Apple sells many peripherals, a variety of software programs, networking solutions and "…third-party digital content and applications," Reuters explains. One of Apple's most popular portals is iTunes, and it also offers the "App store, iBookstore and Mac App Store" (Reuters). Apple is all over the world, manufacturing and marketing its products in Japan, Europe, the Americas, Asia Pacific (including Australia and other Asian countries except Japan), and it provides mobile learning products and products for educational settings.
Essay Doctorate
Total Rewards Programs: Beyond Compensation in HR
This paper talks about the total rewards programs that many companies have for their employees and what can be done to make them better. Some businesses have started to think about more creative solutions to compensation than the staid monetary or benefits package. By giving employees more enjoyment at work, companies are making their people more productive.
Essay Doctorate
Amazon e-Strategy: A Strategic Assessment of Amazon.com
Amazon's remarkable ascent as one of the top online global retailers can be attributed to the foresight they had in creating a comprehensive distributed order management, Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and e-commerce series of systems. The many other e-commerce sites that rose quickly with massive infusions of venture capital just as quick exited the market, flaming out due to a lack of system and process scalability, lack of understanding of customer dynamics, and a complete loss of focus on scalable business models. All of these factors are what caused competitors to Amazon to exit the e-commerce market either through acquisition, merger or complete exist from the market. When starting Amazon, Jeff Bezos invested heavily in the distributed order management, ERP, SCM and e-commerce integration points to book distributors initially, and then expanded into a broader product mix. This allowed the enterprise to quickly scale as volumes increased during the first five years of the company's existence. Having creating this reliable, scalable and secure platform, Mr. Bezos and the Amazon founders concentrated on creating an analytics layer throughout their architecture that could quantify customer, distributor, dealer and even competitor activity on the site (Amazon Investor Relations, 2012). This reliance on analytics also gave Amazon executives and technical staff the insight they needed to launch quickly into entirely new product categories, get the complex and often confusing task of localization right, and also create a highly popular and profitable Amazon Web Services (AWS) cloud computing platform and hosting platform for Software-as-a-Service (SaaS) applications (Mitchell, 2012). From a technology standpoint the performance of Amazon today can be directly attributed to the insightful decisions made in 1994 and 1995 when the company founders prioritized the development of enterprise-wide platforms and a strong focus on analytics over spending all their time on the front-end website and its façade (Lindic, Bavdaz, Kovacic, 2012). As Jeff Bezos would later remark in interviews, by investing to create a truly world-class enterprise back-end system first, his company was freed up to fast track the actual user interface of the e-commerce sites globally at a pace that left comp[editors far behind in terms of functionality and product breadth (Amazon Investor Relations, 2012). Mr. Bezos chose in 2007 to also institute a culture of metrics that also capitalized on the nearly two decades of investment in their infrastructure (Amazon Investor Relations, 2012). Combining the global e-commerce, enterprise-tested infrastructure and the most robust set of analytics that any e-commerce provider had, Amazon was ready to begin expanding their product strategies, start offering greater options in their Amazon Web Services initiative which today is expected to be a $1B by 2015, even by conservative forecasts (Amazon Investor Relations, 2012) and also invest heavily in their state-of-the-art recommendation engine technology that seeks out products and services customers may be interested in and present them during shop[ping sessions in real-time (Sun, 2012). It's important to appreciate just how vast of an e-commerce infrastructure Amazon has in completing this analysis of their e-strategy. They have greater agility, flexibility and capability to execute than any other online retailer globally today. How they choose to use these technologies to attract new customers and keep existing ones loyal, a point the case study makes in greater detail, is predicated on the ability to get the most value from this infrastructure while still staying focused on delivering a world-class customer experience in each transaction. Based on the analysis undertaken for this case analysis, it is abundantly clear that Jeff Bezos and the executive management team are passionate about keeping the company as customer-focused as possible, including the continual selective use of technology to accentuate and strengthen the user experience online and off (Murphy, Narkiewicz, 2010). With these foundational aspects of Amazon defined, the seven areas of focus in this analysis are next presented. The overarching objective of this analysis is to understand the value of e-strategies in organizations, with Amazon being the organization of interest in the analysis. Specifically concentrating on the benefits of having an e-strategy at Amazon, defining how e-strategies contribute to Amazon's broader accomplishments, and an analysis of how Amazon aligns their e-strategy to the overarching organizational strategy as well., The analysis continues with an analysis of the key business factors that are the catalysts of the e-strategy at Amazon, followed by a suggested strategic plan for ensuring e-strategy initiatives at the company continue to lead to profitable growth. The final section of this analysis provides an assessment of the technical infrastructure needed to accomplish the proposed strategic plan. As Amazon has continually evolved its position as a global force in online retailing, its command of supply chains globally has also evolved very quickly. In the latest rankings of the highest-performing supply chains completed by Gartner, a leading research consultancy, Amazon has ranking within the top twenty five for five years running (Amazon Investor Relations, 2012). What this signals is that Amazon has progressed from relying on enterprise-wide infrastructure to compete and is now on the growth trajectory of making supply chain processes their competitive advantage.
Essay Doctorate
Training Culturally Diverse Employees: Beyond National Stereotypes
Introduction Workplace training is vitally important for any company – whether the company has mostly native-born experienced workers or a culturally diverse workforce including recent immigrants. But when it comes to training needs for culturally diverse employees there are strategies that should be applied and fine-tuned, and this paper addresses those strategies and tactics. Thesis: Old training models – used by HR departments and in business colleges – that are linear and simplistic should be considered outdated and irrelevant. The up-to-date training strategies do not stereotype cultures based on national cultural generalizations, but rather they approach cultural training based on individuals and their values and their ability to adjust to values in the new work environment.