Decomposition Framework for Financial Analysis. Kforce Inc. and Morson Essay

Decomposition Framework for Financial Analysis. Kforce Inc. and Morson Group Plc - Essay Example Moreover, the investors needed to determine the underlying value of these investments in order to make sure that prices are rightly placed before making any decision related to purchase. These investors are generally called as rational investors who conduct analytical studies before making any decision related to investments. In this regard, the security valuation and financial statement have become very important. Financial analyses are those financial tactics and methods which help in comparing and evaluating the different investment opportunities such as projects and firms, to ensure and evaluate that the available opportunities are appropriate for making investments. Generally, the procedure of conducting financial analysis is based upon the past performance of a firm. The historical data is then used to evaluate the future performance of the company; therefore it is not at all necessary that evaluations are 100% accurate. Financial analysts usually obtain data from a variety of sources available, including income statements, balance sheets, and cash flow statements. Through these financial statements, analysts determine the ability of a firm to meet its liabilities and obligations, stability of a firm, level of profitability and liquidity and then compare them with their competitors in order to provide insights into the firm’s position as compared to the industry or its competitors. In balance sheet, the underlying financial position of of a company is present. The three main categories of which balance sheet is comprised include: assets, which demonstrate the long term and current investments of a firm through which revenues are expected to be generated; liabilities depict the long term and short term claims that stakeholders have; and equity which demonstrates the claim of the owners. This paper aims to analyze a U.K company, namely Morson Group PLC, in comparison with a U.S based firm known as Kforce Inc. The analytical methods utilized in this paper for analysis include: common-size analysis, trend analysis and profitability analysis. Understanding the Industry Companies which want to improve their performance need to provide training to their staff in recruitment centers. Leaders also get training so as to motivate their workers and working with efficient employees. A real competition among organizations has taken place nowadays. Every other company is st riving hard to develop the skills of its employees. In this regard, a lot of training and development programs are being established every other day. Subsequently, a new type of competition between employees and management has also taken place. For this reason, companies are looking for recruitment companies so as to develop the special needs of their staff. Recruitment companies play a vital role in improving the facilities and skills of employees. Moreover, they are also looking to maximize their profits. Therefore, they provide best possible offers, contracts, training and development programs through professional lecturers and trainers so as to improve their own credibility. In addition to that, they also offer some special contracts including free contract for more employees, discounts for contracts having longer tenure etc. KforceInc – U.S based firm KforceInc provides professional and technical services specially for staffing companies. This company is primarily based upon four departments which include: Government Solution (GS), Technology (Tech), Health and Life Sciences and Finance and Accounting (FA). The two activities of Tech and FA are delivered in the specific regions of North, Atlantic and Western markets. Morson Group

Organisational change and development Essay Example | Topics and Well Written Essays - 2000 words

Organisational change and development - Essay Example In addition, this paper will explain two approaches that may become critical in addressing such difficulty: project management and systems approach to management. Change in Organisations There are at least three important changes in organisational life today. First, there is the case of changing the organisational goals and objectives. An organisation passes through a life cycle and that, along the way, it is inevitable to make modifications in order to address and adapt to unforeseen challenges as well as new opportunities. Managers, in these cases, revise organisational objectives in order to enforce better management and operational initiatives (Stam and Andriessen, 2009, p. 136). Changing this fundamental aspect in an organisation entails far ranging restructuring and shifts. It involves the changing the rationale behind the organisation’s existence. Secondly, there is cultural change. It is the next logical step once a strategic change is adopted or when management decide s to change the organisational goals and objectives. The rationale is that in order to achieve effective change in that direction, a gradual change in mentalities must be achieved as well (Hamalainen and Saarinen, 2004, p.143). This is crucial in changing the organisational behaviour. ... In tandem with several external variables such as the spurt of innovations in the market, the increase in competition, and the level of complexity of the supply chain, among others, it forces organisations to change. Resistance Resistance to change is inherent in every organisation. This is the general consensus in academic literature and is largely based on the principle that organisations are made up of human beings and that resistance is part of human characteristics (Passmore, Woodman and Shani, 2010, p.234). Even researchers and academics who question the assumption of such pervasiveness, tacitly recognize the inevitability of resistance when they argue in focusing on the differences and contexts in the way people respond to change (Fisher and Howell, 2004; Piderit, 2000). The human variable in this theme ensures the persistence of such behaviour and underpins the methods behind change initiatives. Several thoughts attempted to explain resistance as a concept. For example, there is the position that it is â€Å"a reactive process where agents embedded in power relations oppose initiatives by other agents† (Jermier et al., 1994, p.9). The breadth of scholarly work and empirical evidences on this subject show conceptualizations of resistance as a behaviour, emotion and belief that determine the way people respond to change (Piderit, 2000, p.786). All in all, the theoretical and empirical evidences highlight the dominant view that resistance is both negative and counterproductive in implementing change; hence, it must be addressed. An excellent way to demonstrate the difficulty in handling resistance to change at the group level is to explain the dynamics of an approach in forming a team. When one is building a team from the ground