MANAGEMENT PSYCHOLOGY SPIRITUALITY LEADERSHIP

PORTER’S FIVE FORCES MODEL FOR INDUSTRY ANALYSIS Michael Porter, an authority on competitive strategy, contends that a corporation is most concerned with the intensity of competition within its industry. The level of this intensity is determined by basic competitive forces, as depicted in given f igure. “The collective strength of these forces,” he contends, “determines the ultimate profit potential in the industry, where profit potential is measured in terms of long-run return on invested capital.” In carefully scanning its industry, a corporation must assess the importance to its success of each of five forces: threat of new entrants, rivalry among existing firms, threat of substitute products or services, bargaining power of buyers and bargaining power of suppliers. Also relative power of other stakeholders exists as the sixth force. Source: Wheelen, T. L. & Hunger J. D. (2012). Strategic Management and Business Policy: Toward Global Sustainability.  New Jersey:  Pears

Get Connected, Then Lead ( Sense of belonging)   BHUWAN R CHATAUT      KATHMANDU: Couple of months ago, I was invited to a brick factory run by my cousin in Dhangadhi. I enjoyed the place and was delighted to learn about his two decades long experience and operation of his firm. I also visited several factories there and one of them grabbed my attention the most as it was one of the leading factories among 90 such firms in the far west. It had around three hundred employees including contract and contingent workforce and interestingly, most of them lived nearby the site to dedicate their energy and effort from early morning to late night. I was filled with curiosity to know – “What made them put their life at work? What was the reason behind their work-life integration? What caused them to exhibit such pattern of behaviour?” The secret was the harmonious connection and climate of trust between workforce and the owner-manager. It indicates that warmth rather than te