netrashetty
Netra Shetty
Ariba was founded in 1996 by Bobby Lent, Boris Putanec, Paul Touw, Rob Desantis, Ed Kinsey, Paul Heggarty, and Keith Krach on the idea of using the Internet to enable companies to facilitate and improve the procurement process. Procurement had been a paper-based, labor-intensive, and inefficient process for large corporations. According to the company's website, Ariba provides "Spend Management solutions" which help companies "analyze, understand, and manage their corporate spending to achieve cost savings and business process efficiency." Currently, 94 of the Fortune 100 and more than 200,000 other companies use Ariba's SaaS (Software as a Service) solutions to manage their spend and commerce activities.[4]
Ariba was one of the first business-to-business Internet companies to go public (in 1999). The company's stock more than tripled from the offering price on opening day,[citation needed] making the three year-old company worth $6 billion. In 2000, the stock value continued to climb, and Ariba's market capitalization was as high as $40 billion. With the bursting of the dot-com bubble, Ariba's stock price fell dramatically to the low double digits in July 2001, where it has remained since, with a market capitalization of just over $1.5 billion as of June 2010.
[edit] Past acquisitions and competitors
In January 2001 Ariba announced that it would acquire Agile Software in a $2.55 billion stock swap.[5] By April, with Ariba facing a disappointing second quarter and cutting a third of its workforce, the deal had fallen apart.[6]
In early 2004, Ariba acquired FreeMarkets[7] which gave the company a software package both in the upstream (sourcing) and downstream (buyer) of the procurement process. In late 2007, Ariba took over the company Procuri, which enhanced the company's client base and on-demand abilities.[8]
Ariba's competitors include PROACTIS, SAP, Bravosolution, Oracle, Global eProcure, Zycus, Rosslyn Analytics, Ivalua, and Emptoris.[9]
In December 2008, Ariba announced that the U.S. District Court for the Eastern District of Texas had issued an injunction against Emptoris, which prohibits the company from infringing on two of Ariba's patents related to overtime and bid ceilings in reverse auctions.[10] On 16 December 2008, the court ordered Emptoris to pay an enhanced damages award of $1.4 million for willful infringement in connection with Emptoris’ infringement of the two reverse auction-patents held by Ariba. This was in addition to the 29 October 2008 jury award of $5 million in damages to Ariba, bringing the total fine to approximately $6.4 million, a significant penalty for Emptoris which earned approximately $50 million in revenue for 2008. In an Emptoris press release, that company noted that it had released a new software "patch" that eliminates any infringement. The U.S. District Court, in February 2009, issued an order noting that the "patch" is colorably different, effectively concluding the case.
In this aspect SHRM will enter, due to the fact that the control framework is out of the sync with the entire goals of the organization. Thus, focuses on the issues regarding the challenges that are related to the communication process as well as the designing and implementation of the performance management systems that is related and connected to the different strategic objectives that can be done by identifying the different critical resources and then capture all of the correlated measures that will help to drive motivation and performance (Ramlall 2003, p. 51).
In general, the main or core meaning of performance management is instituting a framework in which the performance of the human resource can be directed, monitored, motivated as well as refined; that is connected in the cycle that can be audited. Thus, it focuses on different ways that will help the people to be motivated in order to perform (Salaman 2005, p. 318).
The said relationship can be discussed by focusing on two important theories: goal-setting theory; and expectancy theory.
The goal-setting theory was introduced and discuss by Edwin Locke in 1968 which talked that the goals that are followed and chased by the employees plays a vital role in the process of motivating better performance. Thus, in following the said goals, people tend to examine the different consequences or results of their behavior. As a result, if they guess that their specific goals will not be achieved by their recent behavior and performance, they will either change their behavior or change their goals into realizable one. It is important to consider that SHRM engaged in the process of integration of the wider objectives of a given organization or firm with the behavior of each and every employee. For that reason, if the managers can interfere to the process of establishing the goals of the organization as being valuable for the employees to accept, they can control a source of motivation in order to perform, and later on direct it in order to secure the different strategic outcomes (Salaman 2005, p. 319). The said theory can be observed in the current performance management system of Hewlett Packard. In the said organization is guided by the comprehensive performance management system, Management By Objective or MBO. The said process begins with the process of establishment of long and short-range objectives that are based from the company as well as group objectives. At each and every level of company, overall objectives were communicated and all of the subunit objectives were negotiated. During a specific duration of time, the manager as well as the employee meets occasionally in order to review the performance of the employee that is connected with the attaining goals. At the end of the said period of time, a more formal meeting will be scheduled where in the manager and the employees assess the actual degree of the goal attainment. As a result, the degree of goal attainment becomes the individual’s performance appraisal
he role of the HR department has changed a bit over the years however and now more of a strategic role is taken by professionals in this field. Previously a lot of the activities carried out were administrative and related to recruitment and policies within the organization. There has been a paradigm shift as businesses and organizations realize the importance of a strong workforce and how to attract and retain the top staff. Human resource departments or consultants are key to helping businesses with this.
Talent management is an important area of HR. This is the process by which talent in an organization is spotted and placed on a path towards promotion or the top positions in the company. Generally this is carried out through performance monitoring and getting to know staff as individuals to find out their own career aspirations. It would be unfortunate to have a member of staff pegged as the next CEO, only to discover they have a completely different life plan! Often CEOs or senior managers aim to carry this out themselves, but in order to be thorough and ensure nothing is missed, it is much more sensible to give this responsibility to a human resources professional.
Surveys are another part of modern human resources management. Businesses need happy staff in order for the organization to thrive. Gleaning information and feedback from employee surveys and questionnaires is a great way the senior managers can find out more about the general feeling and sentiment amongst staff. Armed with the results, a strategy can be put into place to make improvements where necessary or boost morale. If you have an experienced human resources professional working with your company then you will benefit from tried and tested methods for improving the culture and mood within a company. This can be of great benefit to productivity levels and to overall profits
Ariba was one of the first business-to-business Internet companies to go public (in 1999). The company's stock more than tripled from the offering price on opening day,[citation needed] making the three year-old company worth $6 billion. In 2000, the stock value continued to climb, and Ariba's market capitalization was as high as $40 billion. With the bursting of the dot-com bubble, Ariba's stock price fell dramatically to the low double digits in July 2001, where it has remained since, with a market capitalization of just over $1.5 billion as of June 2010.
[edit] Past acquisitions and competitors
In January 2001 Ariba announced that it would acquire Agile Software in a $2.55 billion stock swap.[5] By April, with Ariba facing a disappointing second quarter and cutting a third of its workforce, the deal had fallen apart.[6]
In early 2004, Ariba acquired FreeMarkets[7] which gave the company a software package both in the upstream (sourcing) and downstream (buyer) of the procurement process. In late 2007, Ariba took over the company Procuri, which enhanced the company's client base and on-demand abilities.[8]
Ariba's competitors include PROACTIS, SAP, Bravosolution, Oracle, Global eProcure, Zycus, Rosslyn Analytics, Ivalua, and Emptoris.[9]
In December 2008, Ariba announced that the U.S. District Court for the Eastern District of Texas had issued an injunction against Emptoris, which prohibits the company from infringing on two of Ariba's patents related to overtime and bid ceilings in reverse auctions.[10] On 16 December 2008, the court ordered Emptoris to pay an enhanced damages award of $1.4 million for willful infringement in connection with Emptoris’ infringement of the two reverse auction-patents held by Ariba. This was in addition to the 29 October 2008 jury award of $5 million in damages to Ariba, bringing the total fine to approximately $6.4 million, a significant penalty for Emptoris which earned approximately $50 million in revenue for 2008. In an Emptoris press release, that company noted that it had released a new software "patch" that eliminates any infringement. The U.S. District Court, in February 2009, issued an order noting that the "patch" is colorably different, effectively concluding the case.
In this aspect SHRM will enter, due to the fact that the control framework is out of the sync with the entire goals of the organization. Thus, focuses on the issues regarding the challenges that are related to the communication process as well as the designing and implementation of the performance management systems that is related and connected to the different strategic objectives that can be done by identifying the different critical resources and then capture all of the correlated measures that will help to drive motivation and performance (Ramlall 2003, p. 51).
In general, the main or core meaning of performance management is instituting a framework in which the performance of the human resource can be directed, monitored, motivated as well as refined; that is connected in the cycle that can be audited. Thus, it focuses on different ways that will help the people to be motivated in order to perform (Salaman 2005, p. 318).
The said relationship can be discussed by focusing on two important theories: goal-setting theory; and expectancy theory.
The goal-setting theory was introduced and discuss by Edwin Locke in 1968 which talked that the goals that are followed and chased by the employees plays a vital role in the process of motivating better performance. Thus, in following the said goals, people tend to examine the different consequences or results of their behavior. As a result, if they guess that their specific goals will not be achieved by their recent behavior and performance, they will either change their behavior or change their goals into realizable one. It is important to consider that SHRM engaged in the process of integration of the wider objectives of a given organization or firm with the behavior of each and every employee. For that reason, if the managers can interfere to the process of establishing the goals of the organization as being valuable for the employees to accept, they can control a source of motivation in order to perform, and later on direct it in order to secure the different strategic outcomes (Salaman 2005, p. 319). The said theory can be observed in the current performance management system of Hewlett Packard. In the said organization is guided by the comprehensive performance management system, Management By Objective or MBO. The said process begins with the process of establishment of long and short-range objectives that are based from the company as well as group objectives. At each and every level of company, overall objectives were communicated and all of the subunit objectives were negotiated. During a specific duration of time, the manager as well as the employee meets occasionally in order to review the performance of the employee that is connected with the attaining goals. At the end of the said period of time, a more formal meeting will be scheduled where in the manager and the employees assess the actual degree of the goal attainment. As a result, the degree of goal attainment becomes the individual’s performance appraisal
he role of the HR department has changed a bit over the years however and now more of a strategic role is taken by professionals in this field. Previously a lot of the activities carried out were administrative and related to recruitment and policies within the organization. There has been a paradigm shift as businesses and organizations realize the importance of a strong workforce and how to attract and retain the top staff. Human resource departments or consultants are key to helping businesses with this.
Talent management is an important area of HR. This is the process by which talent in an organization is spotted and placed on a path towards promotion or the top positions in the company. Generally this is carried out through performance monitoring and getting to know staff as individuals to find out their own career aspirations. It would be unfortunate to have a member of staff pegged as the next CEO, only to discover they have a completely different life plan! Often CEOs or senior managers aim to carry this out themselves, but in order to be thorough and ensure nothing is missed, it is much more sensible to give this responsibility to a human resources professional.
Surveys are another part of modern human resources management. Businesses need happy staff in order for the organization to thrive. Gleaning information and feedback from employee surveys and questionnaires is a great way the senior managers can find out more about the general feeling and sentiment amongst staff. Armed with the results, a strategy can be put into place to make improvements where necessary or boost morale. If you have an experienced human resources professional working with your company then you will benefit from tried and tested methods for improving the culture and mood within a company. This can be of great benefit to productivity levels and to overall profits
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