CASE STUDY 1: ATH

TECHNOLOGIES(A):MAKING THE NUMBERS

BY: M NEHA REDDY
MBA 1ST YEAR

1. Ans.
The current acquisition instrument is focused on three areas of success.
The first is concerned with gaining approval for something else, the
second with obtaining mechanical incomparability, and the third with
reaching growth and profit goals. The procure out was established to
reward broad hierarchical advancement. Regardless, they were more
concerned with increasing short-term profits and perks than with long-
term total business development. A successful presentation goal should
include elements other than money, such as customer happiness, internal
control, and the board, staff education, and originality. Long-term
execution planning should be as close to the organization's goals as
feasible. Scepter's proposed procure out structure, as appealing it looks in
the near term, cannot address all four features in the long run.

2. Ans.
Scepter, the ensuring business, will endeavor to achieve the anticipated
cooperative energies generated by the combination. If ATH is to be a
productive objective organization, Staff Pharmaceuticals should
implement strict control for functional efficacy, with a focus on the best
double-dealing of ATH's available assets. Furthermore, Scepter should
impose more control over ATH in order to define the exhibition
achievements that are used to justify the acquire outs. Regular monitoring
of ATH's Senior Staff's exercises and decisions will allow it to track any
variations from its consolidation objectives.

3. Ans.
It is always a moving interaction to motivate others to perform with
reasonable accuracy, but without genuine inspiration, the ATH
labor force would be unable to meet the stated objectives for them, and it
is the duty of top management to convey the successful insight to its
faculty. This might be achieved by effectively altering objectives
throughout the organization to support a clear plan.
There are numerous reasons to carry out aim arrangement, such as how it
may improve and accelerate functional execution, such as easily moving
from approach planning to the operation stage.
Upgrading resolve improves representative upkeep, resulting in more
connections with persons to attain a typical hierarchical aim. It is vital to
appropriately communicate assumptions to employees while also
recognising their strengths and limitations at work to ensure that they are
aligned with the company's goals and are aware of his/her dedication to
the organization's core purpose and vision. To communicate on both a
hierarchical and individual departmental level, the partnership may
employ a distinct scorecard system. Furthermore, in order to rejuvenate
efficiency, grants must be discussed in light of execution and target
attainment. As a result, people should be informed of both goals and
rewards at the same time.
4. Ans.
Work Objectives: Goals that clearly define the assignments that will be
anticipated to complete the work.
Project Objectives: Activities with a clearly defined conclusion and
starting that personnel should strive for.
Proficient Development Goals: These objectives focus on increasing
effectiveness and innovation, which are essential for proficient growth.
Execution Objectives: When we talk about execution objectives, we're
talking about particular outcomes that are critical to an organization's
success and that a single individual must also perform and generate
results for. Representatives may keep focused on achieving goals by
outlining execution objectives.
Employee motivation: Employee motivation as a performance objective
is carried out through recognizing potential, offering high-level
responsibilities and obligations, and allowing them to demonstrate their
leadership qualities along the process.
Employee productivity: Employee productivity is measured and increased
through appraisal and assessment methods as part of a performance goal.
Employee accountability: Including employee accountability as a
performance goal holds employees accountable for their work. It is
achieved performance evaluation if they are truly accomplishing the work
for which they are engaged.
Employee job satisfaction: Performance assessments can genuinely affect
employees' efficiency/success in other areas of work based on their
degree of job satisfaction.
Employee Efficiency: Improving employee efficiency as part of a
performance goal is similar to increasing productivity, but the output is
addressed differently.
5. Ans.
 Risk management is the act of managing and minimizing hazards via
the use of technology, processes, and methods. It comprises
anticipating prospective consequences, assessing and surveying their
 impact, and deciding how to deal with them through the use of
strategies. Excellent communication skills are required for risk
management. Risk management efficiency is judged not only by the
capacity to anticipate, deconstruct, and evaluate bets but also by the
ability to accurately understand their impact on the firm. Here are
some examples of how firms might minimize risks associated with
business and operational issues:
 Free specialized specialists may organize a survey board whose aim is
to seek opportunities, govern them, and evaluate them consistently
across the organization.
 Focus on important risk planning talks across the organization, which
may incorporate a basic administrative instrument for monitoring
communication and procedure, such as the Balanced Scorecard.
 After identifying the risks, a Risk Event Card is developed and
connected to the organization's routine map. It also illustrates the
impact of an incident on operational cycles, the risk of recurrence,
major points, and suitable relief actions. It goes above and beyond by
outlining the element in charge of risk management throughout the
organization.
 An imagined threat intensity map gives a wide view of the expected
influence of hazards across an organization's constituents during
the independent direction.

6. Ans.
To begin, we employ a variety of quantities to assess financial
performance and overall functional productivity execution. The key
metric of an organization's performance is its return on equity (ROE).
Another metric that may be used to analyse long-term productivity is
return on assets (ROA). As a fundamental execution evaluation statistic,
ROA focuses on the resources expected to operate the organisation as
well as their commitment to the main problem. Liquidity proportions,
which evaluate the organization's changeable cash condition, and
dissolvability proportions, notably the obligation value proportion, are
another form of proportion that might be used to analyse the firm's
financial strength.ATH has been pushed by revenue and benefit
amplification goals through wide market capture since its creation;
therefore, it is vital to assess both its future potential and its existing
presentation. The EVA edge evaluation may then be used to evaluate the
organization's future reasoning.