Bad times provide good opportunities for business.

Many businesses can generate considerable revenues even during economic slumps. During such times, companies are encouraged to purchase or acquire new assets because the fair value of these assets are lower. In addition, they can justify making major management changes because management staff are more open-minded during economic slumps. Also, companies can capitalize on more lenient tax policies during such slumps.

Human resources information systems.

New legislation in Canada which requires companies to report employee conditions as well as increased emphasis on labor optimization have forced companies to adopt Human Resource Information Systems (HRIS). These systems include a database of all relevant human resources data as well as support systems which provide easy access to such data. Efficient HRIS should also be able to compare various employee data to assist in the formulation of new policies and management strategies.

Making workplaces safer from crime.

Many companies are expressing concern over the rising incidence of crime in the workplace, particularly robberies and violent attacks. To reduce such threats, companies are encouraged to do safety audits to determine locations for crime. In addition, they should conduct surveys to determine the perceptions of employees about their safety while at work. Also, companies should develop crime prevention strategies in cooperation with their employees.

Management: the critical element of a successful restructuring. (includes relaed article)

Increased competition as well as the lack of risk capital are forcing many Canadian companies to restructure to adapt to the new business environment. Management's role in restructuring, particularly in terms of developing specific corporate strategies and policies. Management should continually strive to present a credible image both to its personnel and potential creditors. A discussion of the key factors that management should consider in implementing restructuring strategies is presented.

Mentoring at the management level.

Many Canadian companies fail to encourage mentoring of young managers because of the considerable amount of time and resources need to personally train new managers. However, mentoring can prove to an effective way to increase productivity and foster closer working relationships between young and old managers. Several steps in mentoring new managers are presented. These steps take into consideration sensitive issues such as succession planning and personality compatibility.

No longer a dirty word. (marketing services for public sector companies)

Many public sector companies, especially not-for-profit organizations, are realizing the value of marketing. Unlike in previous years, the public sector recognizes that marketing is an integral part of management, ensuring that revenues will continue to grow. The increased emphasis on marketing for the public sector represents a huge potential market for public relations and marketing consultancy firms.

Outsourcing - leaving it to the professionals.

Companies can reap several benefits from outsourcing the services needed to install new computer networks. Outsourcing allows companies to capitalize on the extensive training and expertise of independent computer systems contractors. In selecting which contractors to hire, companies should look for those which consider the impact of the new system on a company's entire operations. Other tips in choosing both contractors and computer networks are discussed.

The future of small business in the new economy.

Many small Canadian businesses are facing several major economic challenges which could extend beyond the 20th century. Increased emphasis on globalization, the services sector and niche marketing are creating a new competitive environment. In addition, the rapid influx of technological innovations has stimulated continuous change in many small businesses. A discussion of the influence of these factors on small businesses is presented.

When is re-engineering a necessity?

Companies can determine whether their operations need to be reengineered by looking into their information technology. Firms that need to be reengineered are those whose information systems do not meet the demands of their users. Other indicators include a slow weaking of a company's competitive position and poor communications between divisions and departments. To effectively implement reengineering programs should develop clear goals and establish a team which will spearhead the development...