Company style

Examples of Company style in the following topics:

• Indian Painting under British Imperialism

  • The Company style of paintings became common, created by Indian artists working for European patrons of the East India Company.
  • The style was mainly Romanticized, with watercolor the primary medium used to convey soft textures and tones.
  • Referred to as the Company style or Patna style, this style of painting flourished at first in Murshidabad and spread to other cities of British India.
  • As more artists began using Western ideas of composition, perspective, and realism to illustrate Indian themes, others rebelled against these styles.
  • Also known as "Indian style of painting" in its early days, it was led by Abanindranath Tagore (1871–1951) and supported by British art teacher E.

• Indian Architecture under British Imperialism

  • The establishment of the British Empire greatly influenced the architecture and culture of India and led to a fusion of styles and techniques.
  • The Company style of paintings, for example, became common, created by Indian artists working for European patrons of the East India Company.
  • The fusion of Indian traditions with European style at this time became evident in architectural styles.
  • Numerous European countries invaded India and created architectural styles reflective of their ancestral and adopted homes.
  • The building is circular in form and is sided by two rectangular sections; the entrance is lined with 12 colonnades and two British lions, with the motto of East India Company engraved on them.

• Benchmarking

  • Comparing the financial ratios of a company to those of the top performer in its class is a type of benchmarking.
  • In many cases, benchmarking involves comparisons of one company to the best companies in a comparable peer group or the average in that peer group or industry.
  • From an investor perspective, benchmarking can involve comparing a company to peer companies that can be considered alternative investment opportunities from the perspective of an investor.
  • In this process, the investor may compare the focus company to others in the peer group (leaders, averages) on certain financial ratios relevant to those companies and the investor's investment style.
  • Describe how benchmarking can be used to assess the strength of a company

• American Art Deco Architecture

  • Art Deco and Streamline Moderne were two key styles of early 20th century American architecture.
  • Modern American architecture is usually divided into the two styles of Art Deco and Streamline Moderne.
  • Its architectural style emphasized curving forms, long horizontal lines, and sometimes nautical elements.
  • The Hollywood Palladium (in Hollywood, CA) was a dance hall built in the 1940s in the Streamline Moderne style.
  • The Hecht Company Warehouse (Washington, D.C.) is a Streamline Moderne style building.The building uses glass block extensively, culminating in a twelve-pointed star-shaped cupola at the corner, which is illuminated at night.

• References

  • An organization of learning style theory and constructs.
  • Teaching students through their individual learning styles.
  • Reston, VA: Reston Publishing Company, Inc.
  • Thinking styles: Their relationships with modes of thinking and academic performance.

• Ouchi's Theory Z

  • William Ouchi's so-called "Japanese Management" style popularized during the Asian economic boom of the 1980s.
  • Professor Ouchi spent years researching Japanese companies and examining American companies using the Theory Z management styles .
  • In this book, Ouchi shows how American corporations can meet the Japanese challenges with a highly effective management style that promises to transform business in the 1980s.
  • "This is a managing style that focuses on a strong company philosophy, a distinct corporate culture, long-range staff development, and consensus decision-making" (Ouchi, 1981).
  • Professor Ouchi spent years researching Japanese companies using the Theory Z management styes.

• Definition of Management

  • There are different types of management styles, and the management process has changed over recent years.
  • With this approach, the manager helps supply resources the employees need to meet company goals.
  • No matter which type of management style is used by an organization, the main objective of managers is to help employees reach company company goals and maintain company standards and policies.

• Leadership and Gender

  • Studies conducted in the 1980s and early 1990s found that women adopt participative styles of leadership and were more often transformational leaders than men, who more commonly adopted directive, transactional styles.
  • Nonetheless, studies demonstrating distinct leadership styles between men and woman do not represent the final word.
  • In 2011, Anderson and Hanson found differences in decision-making styles, but none linked directly to differences in leadership effectiveness.
  • They found no distinction in types or degree of motivation or in leadership styles overall.
  • As CEO of one of the largest companies in the U.S., Virginia Rometty is in a highly influential and visible leadership role.

• Management in Different Types of Business: For-Profit, Non-Profit, and Mutual-Benefit

  • Managers must adjust their management style to fit the type of organization.
  • Management style is influenced by the goals and purpose of the organization, which are in large part established by the type of business being managed.
  • For example, a manager of a for-profit company may be able to motivate employees through bonuses for sales targets or profit sharing.
  • Management styles vary among types of organizations, but they still follow the main steps of planning, organizing, directing, and controlling.
  • Apply managerial styles within different business types and to accomplish different objectives

• Common Targets of Organizational Change

  • Cultural change is usually necessary to reduce employee turnover, influence employee behavior, make improvements to the company, refocus the company objectives, rescale the organization, provide better customer service, or achieve specific company goals and results.
  • Prior to launching a cultural change initiative, a company should carry out a needs assessment to examine the existing organizational culture and operations.
  • A company must clearly identify the existing culture and then design a change process to implement the desired culture.
  • Change management processes can benefit from creative marketing to facilitate communication between change audiences and a deep social understanding of leadership styles and group dynamics.