Business casual and business professional are two dress codes that are worn for work. The choice between both of these styles depends upon the management, field, and various other factors. The main element difference between business casual and business professional is their degree of formality; business professional is more formal than business informal and requires a suit.
What is Business Casual? Business informal is a less informal style than business professional and you are not necessary to wear a suit. Business casual is one step down from business professional. However, this does not mean that you can wear informal clothes such as T-shirts and jeans to work.
This style should cause you to look professional and formal. Business informal for men usually includes slacks, khakis with polo shirts, sweaters, or collared shirts and dressy shoes. A jacket isn’t needed and tie is optional. Business informal for women includes dressy trousers, conservative dresses with collared shirts, blouses or sweaters. Conventional dresses are appropriate also. Women should ensure that their clothes are not too revealing also; the skirt should at least reach the top of the knees.
Footwear should be dress shoes or boots; closed-toe shoes are preferred. Simple jewelry such as studs can be also worn to complement this business casual outfit. What’s Business Professional? Business professional is a formal and conservative style of dressing. Business professional is less formal than business formal but more formal than business casual. Careers in the fields of finance, accounting and management may clothe themselves in business professional clothing on a regular basis.
- 31-07-2019, 09:40 PM #9
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In business professional dress code, men and women should wear suits. Men should wear a button down shirt, suit pants, suit jacket or a blazer, tie and dress shoes while women should wear a skirt or pants suit with jacket. Women must wear hosiery also. Business professional style would make a person look very conservative and professional. It is also befitting different business occasions.
Management also use benchmarking technique after establishing the critical success factor to ensure that resources are fully utilised. Value analysis: here, management accountants may use models like BCG matrix, variance analysis value chain evaluation, and customer relationships management (CRM) strategy to analyses the profitability of a task or portfolios of projects. Risk management and corporate and business governance: there are risk analysis tools like; sensitivity analysis, integrated business risk management model, good corporate and business governance models, and professional accountants ethical rules. Best practice is to manage information on business level.
It appears to me that lots of startups these days are working on low-hanging-fruit problems: Things a few men in a garage area can come up with with EC2, Ruby on Rails, and XCode. Yes, you can build amazing products this way, but you are not always doing rocket science. There are limitations to what one can build with a little team and limited resources, and this means that a lot of startups are constrained in the set of problems they can fairly tackle. Also, startups have a tendency to focus on problems that one can create a standalone business around, something that may be monetized or build value in some direct way, to make investors happy.
For example, it would be difficult to execute a startup around a new program writing language, since it isn’t clear how you sell it, although it might form a component of a larger product. My point is that not all interesting problems are good startup fodder. That’s where bigger companies come in.