Business Commons^™

A Retail Branch Profitability Measurement Model For The Thrift Industry, Rex L. Smith Iii

Master's Theses

Deregulation of the financial services industry has created a need for management to adapt a different approach to operations. Drastic regulatory and environmental changes have forced thrifts and banks to concentrate on increasing efficiency and core profitability from the retail branch network. Once considered to be highly bureaucratic, financial institutions are trimming back off ice review and focusing on a more decentralized leaner operation. Expensive mergers and large conglomerate financial powerhouses have created a need for increased management controls and reasonable methods of measuring the true profitability of the individual business units within a financial services company.

An Evaluation Of Materials Handling Equipment In General Merchandise Warehouses Richmond, Va., Donald Henderson Bowles

Master's Theses

Like most persons exploring a new and unknown field, the writer did not know, at the start, in which directions his research might take him, how far it might lead or what he would find.

The stated purpose of the study was to learn what methods and which types of equipment for handling materials were being used currently in general merchandise warehouses in Richmond. The stated objectives were to make a comparison between methods and equipment being used in Richmond and to evaluate them in light of these methods and types of equipment which were considered best by the authorities …

Principles Of Credit Extention : A Case Analysis, John W. Robinson

Master's Theses

No abstract provided.

Programmed Administrative Management, Robert E. Hoisington

Master's Theses

What is the function of management in today's complex society? How can management organize to meet today's problems of complexity?

Supervisor Training A Case Study, Edward M. Miller

Master's Theses

The purpose of this study is to follow the development of a supervisor training program at the Reynolds Metals Company’s South Plant. In most respects, the initial program followed the principles of training set down in this chapter.

At the present time the program has been in progress one year and the second year has been planned. The program is not represented here as an example of a perfect supervisor training program (if indeed such a program exists). This paper is a record of what was done and an explanation of the reasoning used by management in developing the program. …