Applications of leadership theories in nigerian business organizationsAlexander Decker
This document discusses leadership theories and their applications in Nigerian business organizations. It begins by defining leadership and distinguishing it from management. It then reviews several leadership theories including path-goal theory, task-oriented leadership model, and integrative theory of leadership. The document finds that the organizations studied apply path-goal theory and task-oriented leadership model in their operations, resulting in low job satisfaction and high turnover among employees, as well as high job performance. It recommends that organizations adopt an integrative theory of leadership to account for different employee and environmental factors.
Leadership development and sustainable leadership among tvet studentAlexander Decker
This document discusses leadership development and sustainable leadership among technical and vocational education (TVET) students. It provides definitions of leadership and outlines several theories of leadership, including trait theory, style approach, and situational theory. It then discusses approaches to leadership development, including integrated solutions, experience-based methods, formal mentoring, and the leadership life cycle. It emphasizes that sustainable leadership is important for TVET programs to develop students and provide quality training. The principles of sustainable leadership discussed are creating sustainable learning, securing success over time, sustaining the leadership of others, and addressing issues of social justice.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
Journal of Economic Development, Management, IT, Finance and .docxaryan532920
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 30
Leadership Styles of Effective Project Managers: Techniques and Traits to Lead High
Performance Teams
Melissa DuBois, John Hanlon, Jodi Koch, Betty Nyatuga, Nathan Kerr
College of Engineering, Drexel University, USA
[email protected], [email protected], [email protected], [email protected], [email protected]
Abstract
Project management is a growing practice and is being utilized in an increasing number of
facilities. The project manager is at the head of this project process, and has an important role of
overseeing the project and project team, and ultimately ensuring the project ends in success.
Analyzing critical qualities of leadership and determining their positive impact can benefit
project managers in any industry and therefore promote project success. A few of these
leadership styles include: team building, establishing clear relations and roles between project
members, openness, self-confidence, organization, and clearly defining project successes,
reevaluating when necessary. These leadership styles and traits were researched and analyzed to
determine the extent they contribute to the construction, execution, and closure of the project. By
adopting these qualities, the project’s stakeholders such as investors, clients, or patients are more
likely to feel the positive impact of a successful project. Projects can also move more smoothly
and efficiently, receiving positive results in less time. This is beneficial not only to the
stakeholders, but to all members involved: the organization, the project manager, executive staff,
team members, and outsourced facilities. It is not enough to possess one of these crucial traits.
As seen in literature and historical examples, a combination is necessary to create balance and
develop into a leader that can produce an efficient team and satisfactory end results.
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 31
Introduction
In today’s increasingly complex global economy and shrinking geography, corporations,
governments, and other organizations are turning to a project management model to facilitate
successful endeavors that enhance their products, services, policies, and procedures. Project
management has proven to be a vehicle to oversee these short-term but strategic ventures. More
than ever, these organizations are recognizing that these projects require not just a project
manager, but a project leader. According to Pandya (2014), project leaders are accountable for
the day-to-day oversight of the project, the triple constraint of time, budget, and quality as any
manager is. However, they also need to manage change, assure resource availability, address
behavioral and emotional flares with internal and external stakeholders ...
This study examined the impact of leadership style on organizational performance in selected Nigerian banks. Sixty bank employees completed a survey assessing their managers' leadership styles and organizational performance. Results showed that transformational, autocratic, and democratic leadership styles positively correlated with organizational performance, while charismatic, transactional, and bureaucratic styles negatively correlated. The study concluded that transformational and democratic leadership should be employed by banks to improve performance in a competitive environment.
Corporations often use different costs of capital for different op.docxvanesaburnand
Corporations often use different costs of capital for different operating divisions. Using an example, calculate the weighted cost of capital (WACC). What are some potential issues in using varying techniques for cost of capital for different divisions? If the overall company weighted average cost of capital (WACC) were used as the hurdle rate for all divisions, would more conservative or riskier divisions get a greater share of capital? Explain your reasoning. What are two techniques that you could use to develop a rough estimate for each division’s cost of capital? Your response should be 200 to 250 words
Running Head: LEADERSHIP THEORIES
LEADERSHIP THEORIES6
Assignment 1: Theories of Leadership
For all assignments, assume that the City Manager has hired you as the Chief of Staff for your local government. The City Manager has tasked you with developing and implementing the government’s new million dollar grant funded Public Leadership Academy. The mission of the Public Leadership Academy is to provide ongoing training and development of the local government’s current and prospective public leaders. This program was developed in an effort to build and sustain world class public leadership that exemplifies exceptional leadership traits and skills, while fostering long-term relationships internal and external stakeholders and constituents. In the upcoming weeks, you will deliver your first presentation to the government’s local councilpersons, in which you address the type of public leadership model(s) that is both needed within the local government for its public leaders and required to fulfil the mission of the Public Leadership Academy.
After careful review and analysis of the steps needed to meet your goal, your first assignment is to revisit the theories and styles of leadership. You will examine the theories and styles that support the role of the public leader.
You may use the Internet and / or Strayer databases to complete any additional research.
Note: You may create and / or make all necessary assumptions needed for the completion of this assignment.
Use the basic outline below to draft your paper. Organize your responses to each question (except Question 4) under the following section headings:
· Defining The Public Leader (for Question 1)
· Leadership Theories (for Question 2)
· Leadership Styles (for Question 3)
Write a four to five (4-5) page paper in which you:
1. Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.
2. Assess the effectiveness of the two (2) leadership theories from Question 1. Provide two (2) examples for each leadership theory.
3. Assess the effectiveness of the two (2) leadership styles from Question 1. Provide two (2) examples for each leadership style.
Question 1: Defining the Public Leader
Leadership is defined as the process by which a leader influences people to aid in the completion o.
Applications of leadership theories in nigerian business organizationsAlexander Decker
This document discusses leadership theories and their applications in Nigerian business organizations. It begins by defining leadership and distinguishing it from management. It then reviews several leadership theories including path-goal theory, task-oriented leadership model, and integrative theory of leadership. The document finds that the organizations studied apply path-goal theory and task-oriented leadership model in their operations, resulting in low job satisfaction and high turnover among employees, as well as high job performance. It recommends that organizations adopt an integrative theory of leadership to account for different employee and environmental factors.
Leadership development and sustainable leadership among tvet studentAlexander Decker
This document discusses leadership development and sustainable leadership among technical and vocational education (TVET) students. It provides definitions of leadership and outlines several theories of leadership, including trait theory, style approach, and situational theory. It then discusses approaches to leadership development, including integrated solutions, experience-based methods, formal mentoring, and the leadership life cycle. It emphasizes that sustainable leadership is important for TVET programs to develop students and provide quality training. The principles of sustainable leadership discussed are creating sustainable learning, securing success over time, sustaining the leadership of others, and addressing issues of social justice.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
Journal of Economic Development, Management, IT, Finance and .docxaryan532920
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 30
Leadership Styles of Effective Project Managers: Techniques and Traits to Lead High
Performance Teams
Melissa DuBois, John Hanlon, Jodi Koch, Betty Nyatuga, Nathan Kerr
College of Engineering, Drexel University, USA
[email protected], [email protected], [email protected], [email protected], [email protected]
Abstract
Project management is a growing practice and is being utilized in an increasing number of
facilities. The project manager is at the head of this project process, and has an important role of
overseeing the project and project team, and ultimately ensuring the project ends in success.
Analyzing critical qualities of leadership and determining their positive impact can benefit
project managers in any industry and therefore promote project success. A few of these
leadership styles include: team building, establishing clear relations and roles between project
members, openness, self-confidence, organization, and clearly defining project successes,
reevaluating when necessary. These leadership styles and traits were researched and analyzed to
determine the extent they contribute to the construction, execution, and closure of the project. By
adopting these qualities, the project’s stakeholders such as investors, clients, or patients are more
likely to feel the positive impact of a successful project. Projects can also move more smoothly
and efficiently, receiving positive results in less time. This is beneficial not only to the
stakeholders, but to all members involved: the organization, the project manager, executive staff,
team members, and outsourced facilities. It is not enough to possess one of these crucial traits.
As seen in literature and historical examples, a combination is necessary to create balance and
develop into a leader that can produce an efficient team and satisfactory end results.
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 7(1), 30-46, March 31
Introduction
In today’s increasingly complex global economy and shrinking geography, corporations,
governments, and other organizations are turning to a project management model to facilitate
successful endeavors that enhance their products, services, policies, and procedures. Project
management has proven to be a vehicle to oversee these short-term but strategic ventures. More
than ever, these organizations are recognizing that these projects require not just a project
manager, but a project leader. According to Pandya (2014), project leaders are accountable for
the day-to-day oversight of the project, the triple constraint of time, budget, and quality as any
manager is. However, they also need to manage change, assure resource availability, address
behavioral and emotional flares with internal and external stakeholders ...
This study examined the impact of leadership style on organizational performance in selected Nigerian banks. Sixty bank employees completed a survey assessing their managers' leadership styles and organizational performance. Results showed that transformational, autocratic, and democratic leadership styles positively correlated with organizational performance, while charismatic, transactional, and bureaucratic styles negatively correlated. The study concluded that transformational and democratic leadership should be employed by banks to improve performance in a competitive environment.
Corporations often use different costs of capital for different op.docxvanesaburnand
Corporations often use different costs of capital for different operating divisions. Using an example, calculate the weighted cost of capital (WACC). What are some potential issues in using varying techniques for cost of capital for different divisions? If the overall company weighted average cost of capital (WACC) were used as the hurdle rate for all divisions, would more conservative or riskier divisions get a greater share of capital? Explain your reasoning. What are two techniques that you could use to develop a rough estimate for each division’s cost of capital? Your response should be 200 to 250 words
Running Head: LEADERSHIP THEORIES
LEADERSHIP THEORIES6
Assignment 1: Theories of Leadership
For all assignments, assume that the City Manager has hired you as the Chief of Staff for your local government. The City Manager has tasked you with developing and implementing the government’s new million dollar grant funded Public Leadership Academy. The mission of the Public Leadership Academy is to provide ongoing training and development of the local government’s current and prospective public leaders. This program was developed in an effort to build and sustain world class public leadership that exemplifies exceptional leadership traits and skills, while fostering long-term relationships internal and external stakeholders and constituents. In the upcoming weeks, you will deliver your first presentation to the government’s local councilpersons, in which you address the type of public leadership model(s) that is both needed within the local government for its public leaders and required to fulfil the mission of the Public Leadership Academy.
After careful review and analysis of the steps needed to meet your goal, your first assignment is to revisit the theories and styles of leadership. You will examine the theories and styles that support the role of the public leader.
You may use the Internet and / or Strayer databases to complete any additional research.
Note: You may create and / or make all necessary assumptions needed for the completion of this assignment.
Use the basic outline below to draft your paper. Organize your responses to each question (except Question 4) under the following section headings:
· Defining The Public Leader (for Question 1)
· Leadership Theories (for Question 2)
· Leadership Styles (for Question 3)
Write a four to five (4-5) page paper in which you:
1. Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.
2. Assess the effectiveness of the two (2) leadership theories from Question 1. Provide two (2) examples for each leadership theory.
3. Assess the effectiveness of the two (2) leadership styles from Question 1. Provide two (2) examples for each leadership style.
Question 1: Defining the Public Leader
Leadership is defined as the process by which a leader influences people to aid in the completion o.
The document discusses key concepts related to leadership, management, learning and effectiveness. It defines leadership and management, describes several leadership theories and styles, and lists characteristics of effective managers. It also outlines different learning styles and theories, and discusses the seven habits of highly effective people which include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergizing and sharpening the saw.
A synthesis of the empirical, qualitative data research conducted with large Brazilian company executives.
By Anderson de Souza Sant’Anna, Marly Sorel Campos and Samir Lofti Vaz. (Vale Leadership Development Core)
Running Head Leadership Responsibility –Preparing Self .docxcowinhelen
Running Head: Leadership Responsibility –Preparing Self 1
Leadership Responsibility –Preparing Self 2
Leadership Responsibility- Preparing Self
James Smith
MBA 6026 Unit 4 Assignment 1
5/8/2016
Leadership Responsibility- Preparing Self
Accepting responsibility is actually a measure standard of one’s self-worth, security level and also indicate the true sign of courage and strength of taking charge of one’s actions. Possessing this ability can inspire an individual to grow in ways which would create good rewards and even achievements in one’s life and it is also a sign of maturity and personal growth and not a show of weakness (Kramer, 2005).Considering responsibility earns one respect having in mind that human beings can never be faultless all the times and therefore are prone to making mistakes which creates way for an appropriate ground for considering leadership via making improvements on the regions of weakness.
Lack of the ability to take responsibility for behaviours and actions in our everyday lives is triggered by the sense of insecurity of surrendering to being powerless, weak, or exposes them to a possibility of losing the respect they had gained from others therefore, leading to a lost sense of dignity and value (Kramer, 2005). A person who takes personal responsibility garners greater respect for owning up and is thus likely to perform much better in facilitating the accomplishment of the set goals and success in life.
As a way of taking responsibility, one must learn not to blame others for the decisions they make for themselves and they also need to understand that making a mistake is a normal incident and should be treated as an opportunity for betterment. One should instead seek on ways of improving on the self-esteem and avoid the pretending to be what you are not but reasonably build your confidence in the abilities you possess. Developing self-centeredness by offering yourself in service to others is another key step forward to ensuring a good preparation for self (Andriessen & Drenth, 1998).
Architectural development in leadership is a key perspective in improving corporate leadership capacity which identifies the level of the competence and can be portrayed as an extensive system approach to substantial investment in time, money as well as energy in developing potential leaders (Rosen, 2000). Several initiatives to leadership development do not indicate good and required results because of the approach of observing at leadership development too narrowly and also failures to exhibit thorough development priorities to leadership. There are many ways that can be implemented to improve on the skills for global leadership encompassing taking initiative of indulging into projects which are external to your job description (Rosen, 2000). Thiscan assist in progressing into a leadership responsibility in the workplace.
To become a good and productive leader, one should basically be ...
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
This document is a personal leadership best practices manual. It introduces the student's philosophy of leadership, which they see as vital for both professional and personal development. It discusses different leadership theories and styles. The core sections outline the student's key leadership skills, which include administrative, conceptual, and interpersonal abilities like planning, emotional intelligence, and conflict management.
Journal of IT and Economic Development 6(1), 16-40, April 2015.docxtawnyataylor528
This document discusses six leadership styles that are part of the Emotional Intelligence School of Leadership: Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding. It provides details on each style, including positives and negatives as well as examples. The styles can be effectively integrated into project management. Visionary leadership inspires a shared vision and helps others see how they contribute. Coaching develops skills through encouragement. Pacesetting sets high standards but risks burnout.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study aimed to investigate the relationship between leadership style and followers' performance in bottle water companies in Port Harcourt, Nigeria. It identified democratic, autocratic, participative, and transactional leadership styles as the independent variables, and followers' performance as the dependent variable.
A questionnaire was distributed to 100 employees across several bottle water companies, with a response rate of 90%. The results found that democratic leadership had a mean range of 3.04-3.34 and was agreed to have a high impact on followers' performance. Autocratic leadership obtained a mean range of 3.20-3.50 and was also agreed to highly impact performance. Overall, the study concluded that leadership styles positively impact followers, but each style
This document discusses various aspects of leadership, including definitions of leadership, characteristics of leaders, types of leadership power, and leadership models and theories. It defines leadership as the ability to influence people to work towards common goals. Leaders are described as emotionally stable, socially skilled individuals who are committed to self-development and have influence over others. The document also outlines different power bases leaders can use, including power derived from formal position or personal attributes. Transactional and transformational leadership styles are contrasted, as well as traits and contingency theories of leadership.
Effective Leadership And The Leadership EssayStacey Cruz
This document discusses effective leadership and Nelson Mandela's leadership as portrayed in the film "Invictus". It analyzes Mandela's leadership qualities that helped unite South Africa after the end of apartheid. These include inviting the captain of the South African rugby team to demonstrate unity across racial divides and using the team's pursuit of the Rugby World Cup to inspire determination among the people. The document then examines scenes from the film that portray Mandela's leadership style and his implementation of different leadership theories to achieve his goals.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
Leadership Styles and Organisational Performance in Nigeria: Qualitative Pers...Dr. Amarjeet Singh
Organizations in different sectors of the Nigerian economy continue to record high cases of misappropriation, embezzlement, immoral and unethical practices, gratifications, high labour turnover, inability to meet basic required obligations, and employees’ dissatisfaction, which have further resulted in poor performance. The theoretical paper dwelled on the concepts of leadership styles as opined by several scholars in the literature and used these as springboards to arrive at elaborate ones that encapsulated all and introduced a range of common and contemporary models and approaches, including an addition of a cutting-edge competitive list to help managers discover, devise and adjust their individual management practice and style for navigation towards a sustainable organizational performance.
This document provides definitions of management from various authors and defines the key functions of management. It discusses planning, organizing, directing, leading, and controlling as the main functions. It also discusses the roles of managers and challenges faced by management, such as responding to economic pressures, globalization, diversity, innovation, networked organizations, and work-life balance issues. Finally, it provides a brief history of Unilever focusing on responsible corporate behavior.
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Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
Definitions for Project Selection Criteria Categories:
Relevance: the extent to which the project supports the class objectives, the Information Systems Management program and your own professional goals.
Risk: the level of potential events or uncertainty that could have a negative effect on your project.
Reasonableness: an assessment of the ability to successfully complete the project as related to the triple constraint and related issues (availability of expertise, availability of required equipment and facilities, proposed level of scope for a two-month period, etc.).
Return: the overall benefit of completing the project (financial gain, value of experience, networking opportunities, providing professional and/or community service, etc.).
Other: any other areas of project considerations not mentioned above.
Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
· Explain the theory of leadership and discuss behavioural leadership theory.
· Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
· Discuss path-goal theory.
· Describe how charismatic leadership transforms followers and work groups.
· Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
· Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the ‘philosopher-king’ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the ‘corporate constitution’, and provides intellectual stimulation for followers through the values such as ‘seize opportunities’, ‘teamwork and trust’, and ‘fear of the status quo’. He inspires followers to rise to new levels of performance by communicating his expectations for leadership ‘with character, competence, and humility’ to achieve ‘nothing less than the best effort’. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. – definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
According to the NASW Code of Ethics section 6.04 (NASW, 2008), .docxaryan532920
According to the NASW Code of Ethics section 6.04 (NASW, 2008), social workers are ethically bound to work for policies that support the healthy development of individuals, guarantee equal access to services, and promote social and economic justice.
For this Discussion
, review this week’s resources, including
Working with Survivors of Sexual Abuse and Trauma: The Case of Rita
and “The Johnson Family”. Consider what change you might make to the policies that affect the client in the case you chose. Finally, think about how you might evaluate the success of the policy changes.
By Day 3
Post
an explanation of one change you might make to the policies that affect the client in the case. Be sure to reference the case you selected in your post. Finally, explain how you might evaluate the success of the policy changes.
Working With Survivors of Sexual Abuse and Trauma: The Case of Rita
Rita is a 22-year-old, heterosexual, Latina female working in the hospitality industry at a resort. She is the youngest of five children and lives at home with her parents. Rita has dated in the past but never developed a serious relationship. She is close to her immediate and extended family as well as to her female friends in the Latino community. Although her parents and three of her siblings were born in the Dominican Republic, Rita was born in the United States.
A year ago, Rita was sexually assaulted by an acquaintance of a male coworker. Rita and a female coworker met Juan and Bob after work at a local bar for a light meal and a few drinks. Because Rita had to get up early to work her shift the next day, Bob offered to drive her home. Instead of taking Rita directly home, however, he drove to a desolate spot nearby and assaulted her. Afterward, Bob threatened to harm her family if she did not remain silent and proceeded to drive her home. Although Rita did not tell her family what happened, she did call our agency hotline the next day to discuss her options. Because Rita’s assault occurred within the 5-day window for forensic evidence collection of this kind, Rita consented to activation of the county’s sexual assault response team (SART). Although she agreed to have an advocate and the sexual assault nurse examiner (SANE) meet her at the hospital, Rita tearfully stated that she did not want to file a police report at that time because she did not want to upset her family. The nurse examiner interviewed Rita, collected evidence, recorded any injuries, administered antibiotics for possible sexually transmitted infections, and gave Rita emergency contraception in case of pregnancy. The advocate stayed with Rita during the procedure, supporting her and validating her experience, and gave her a referral for individual crisis counseling at our agency.
My treatment goals for Rita included alleviation of rape trauma syndrome symptoms that included shame and self-blame, validation of self-worth and empowerment, and processing how it would feel to discl.
According to the text, crime has been part of the human condition si.docxaryan532920
The document provides instructions for a 4-6 page paper on criminal law. It asks the student to:
1) Determine if the Ex Post Facto Clause can prohibit increased federal minimum sentencing guidelines and provide a rationale.
2) Explain the distinction between criminal, tort, and moral wrongs, and support or criticize the premise that moral laws have higher standards than criminal law.
3) Identify and discuss the differences between solicitation and conspiracy to commit a crime, and support or criticize the unilateral approach to conspiracy convictions.
4) Identify the four goals of criminal law and discuss how they effectuate protecting the public and preventing innocent convictions.
According to Ronald Story and Bruce Laurie, The dozen years between.docxaryan532920
Conservatives came to dominate American politics between 1968 and 1980 by capitalizing on social unrest and challenging the New Deal coalition. They embraced ideas and policies that emphasized free markets, deregulation, and tax cuts. These policies shaped American society into the 21st century by promoting economic growth while also increasing inequality.
According to Kirk (2016), most of your time will be spent work with .docxaryan532920
According to Kirk (2016), most of your time will be spent work with your data. The four following group actions were mentioned by Kirk (2016):
Data acquisition: Gathering the raw material
Data examination: Identifying physical properties and meaning
Data transformation: Enhancing your data through modification and consolidation
Data exploration: Using exploratory analysis and research techniques to learn
Select 1 data action and elaborate on the actions performed in that action group.
Reference: Kirk, A. (2016). Data Visualisation: A Handbook for Data Driven Design (p. 50). SAGE Publications.
.
According to the Council on Social Work Education, Competency 5 Eng.docxaryan532920
According to the Council on Social Work Education, Competency 5: Engage in Policy Practice:
Social workers understand that human rights and social justice, as well as social welfare and services, are mediated by policy and its implementation at the federal, state, and local levels. Social workers understand the history and current structures of social policies and services, the role of policy in service delivery, and the role of practice in policy development. Social workers understand their role in policy development and implementation within their practice settings at the micro, mezzo, and macro levels and they actively engage in policy practice to effect change within those settings. Social workers recognize and understand the historical, social, cultural, economic, organizational, environmental, and global influences that affect social policy. They are also knowledgeable about policy formulation, analysis, implementation, and evaluation.
Walden’s MSW program expects students in their specialization year to be able to:
Evaluate the implication of policies and policy change in the lives of clients/constituents.
Demonstrate critical thinking skills that can be used to inform policymakers and influence policies that impact clients/constituents and services.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To prepare
: Working with your field instructor, identify a social problem that is common among the organization (or its clients) and research current policies at that state and federal levels that impact the social problem. Then, from a position of advocacy, identify methods to address the social problem (i.e., how you, as a social worker, and the agency advocate to change the problem). You are expected to specifically address how both you and the agency can effectively engage policy makers to make them aware of the social problem and the impact that the policies have on the agency and clients.
The Assignment (2-3 pages): Social Problems is Ex-cons finding Jobs Opportunities in State of California. The Agency is Called "Manifest" the website is Manifest.org
Identify the social problem
Explain rational for selecting social problem
Describe state and federal policies that impact the social problem
Identify specific methods to address the social problems
Explain how the agency and student can advocate to change the social problem
You are expected to present and discuss this assignment with your agency Field Instructor. Your field instructor will be evaluating your ability to demonstrate this competency in their field evaluation. In addition, you will submit this assignment for classroom credit. The Field Liaison will grade the assignment “PASS/FAIL,” see rubric for passing criteria.
.
According to Kirk (2016), most of our time will be spent working.docxaryan532920
According to Kirk (2016), most of our time will be spent working with our data. The four following group actions were mentioned by Kirk (2016):
Book: Kirk, A. (2016). Data visualisation a handbook for data driven design. Los Angeles, CA: Sage.
Data acquisition: Gathering the raw material
Data examination: Identifying physical properties and meaning
Data transformation: Enhancing your data through modification and consolidation
Data exploration: Using exploratory analysis and research techniques to learn
Select 1 data action and elaborate on the actions preformed in that action group.
.
According to Kirk (2016), most of your time will be spent working wi.docxaryan532920
According to Kirk (2016), most of your time will be spent working with your data. The four following group actions were mentioned by Kirk (2016):
Data acquisition: Gathering the raw material
Data examination: Identifying physical properties and meaning
Data transformation: Enhancing your data through modification and consolidation
Data exploration: Using exploratory analysis and research techniques to learn
Select 1 data action and elaborate on the actions preformed in that action group.
.
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Running Head Leadership Responsibility –Preparing Self .docxcowinhelen
Running Head: Leadership Responsibility –Preparing Self 1
Leadership Responsibility –Preparing Self 2
Leadership Responsibility- Preparing Self
James Smith
MBA 6026 Unit 4 Assignment 1
5/8/2016
Leadership Responsibility- Preparing Self
Accepting responsibility is actually a measure standard of one’s self-worth, security level and also indicate the true sign of courage and strength of taking charge of one’s actions. Possessing this ability can inspire an individual to grow in ways which would create good rewards and even achievements in one’s life and it is also a sign of maturity and personal growth and not a show of weakness (Kramer, 2005).Considering responsibility earns one respect having in mind that human beings can never be faultless all the times and therefore are prone to making mistakes which creates way for an appropriate ground for considering leadership via making improvements on the regions of weakness.
Lack of the ability to take responsibility for behaviours and actions in our everyday lives is triggered by the sense of insecurity of surrendering to being powerless, weak, or exposes them to a possibility of losing the respect they had gained from others therefore, leading to a lost sense of dignity and value (Kramer, 2005). A person who takes personal responsibility garners greater respect for owning up and is thus likely to perform much better in facilitating the accomplishment of the set goals and success in life.
As a way of taking responsibility, one must learn not to blame others for the decisions they make for themselves and they also need to understand that making a mistake is a normal incident and should be treated as an opportunity for betterment. One should instead seek on ways of improving on the self-esteem and avoid the pretending to be what you are not but reasonably build your confidence in the abilities you possess. Developing self-centeredness by offering yourself in service to others is another key step forward to ensuring a good preparation for self (Andriessen & Drenth, 1998).
Architectural development in leadership is a key perspective in improving corporate leadership capacity which identifies the level of the competence and can be portrayed as an extensive system approach to substantial investment in time, money as well as energy in developing potential leaders (Rosen, 2000). Several initiatives to leadership development do not indicate good and required results because of the approach of observing at leadership development too narrowly and also failures to exhibit thorough development priorities to leadership. There are many ways that can be implemented to improve on the skills for global leadership encompassing taking initiative of indulging into projects which are external to your job description (Rosen, 2000). Thiscan assist in progressing into a leadership responsibility in the workplace.
To become a good and productive leader, one should basically be ...
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
This document is a personal leadership best practices manual. It introduces the student's philosophy of leadership, which they see as vital for both professional and personal development. It discusses different leadership theories and styles. The core sections outline the student's key leadership skills, which include administrative, conceptual, and interpersonal abilities like planning, emotional intelligence, and conflict management.
Journal of IT and Economic Development 6(1), 16-40, April 2015.docxtawnyataylor528
This document discusses six leadership styles that are part of the Emotional Intelligence School of Leadership: Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding. It provides details on each style, including positives and negatives as well as examples. The styles can be effectively integrated into project management. Visionary leadership inspires a shared vision and helps others see how they contribute. Coaching develops skills through encouragement. Pacesetting sets high standards but risks burnout.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study aimed to investigate the relationship between leadership style and followers' performance in bottle water companies in Port Harcourt, Nigeria. It identified democratic, autocratic, participative, and transactional leadership styles as the independent variables, and followers' performance as the dependent variable.
A questionnaire was distributed to 100 employees across several bottle water companies, with a response rate of 90%. The results found that democratic leadership had a mean range of 3.04-3.34 and was agreed to have a high impact on followers' performance. Autocratic leadership obtained a mean range of 3.20-3.50 and was also agreed to highly impact performance. Overall, the study concluded that leadership styles positively impact followers, but each style
This document discusses various aspects of leadership, including definitions of leadership, characteristics of leaders, types of leadership power, and leadership models and theories. It defines leadership as the ability to influence people to work towards common goals. Leaders are described as emotionally stable, socially skilled individuals who are committed to self-development and have influence over others. The document also outlines different power bases leaders can use, including power derived from formal position or personal attributes. Transactional and transformational leadership styles are contrasted, as well as traits and contingency theories of leadership.
Effective Leadership And The Leadership EssayStacey Cruz
This document discusses effective leadership and Nelson Mandela's leadership as portrayed in the film "Invictus". It analyzes Mandela's leadership qualities that helped unite South Africa after the end of apartheid. These include inviting the captain of the South African rugby team to demonstrate unity across racial divides and using the team's pursuit of the Rugby World Cup to inspire determination among the people. The document then examines scenes from the film that portray Mandela's leadership style and his implementation of different leadership theories to achieve his goals.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
Leadership Styles and Organisational Performance in Nigeria: Qualitative Pers...Dr. Amarjeet Singh
Organizations in different sectors of the Nigerian economy continue to record high cases of misappropriation, embezzlement, immoral and unethical practices, gratifications, high labour turnover, inability to meet basic required obligations, and employees’ dissatisfaction, which have further resulted in poor performance. The theoretical paper dwelled on the concepts of leadership styles as opined by several scholars in the literature and used these as springboards to arrive at elaborate ones that encapsulated all and introduced a range of common and contemporary models and approaches, including an addition of a cutting-edge competitive list to help managers discover, devise and adjust their individual management practice and style for navigation towards a sustainable organizational performance.
This document provides definitions of management from various authors and defines the key functions of management. It discusses planning, organizing, directing, leading, and controlling as the main functions. It also discusses the roles of managers and challenges faced by management, such as responding to economic pressures, globalization, diversity, innovation, networked organizations, and work-life balance issues. Finally, it provides a brief history of Unilever focusing on responsible corporate behavior.
Effective Leadership Essay
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Essay about Leadership in Early Childhood
Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
Definitions for Project Selection Criteria Categories:
Relevance: the extent to which the project supports the class objectives, the Information Systems Management program and your own professional goals.
Risk: the level of potential events or uncertainty that could have a negative effect on your project.
Reasonableness: an assessment of the ability to successfully complete the project as related to the triple constraint and related issues (availability of expertise, availability of required equipment and facilities, proposed level of scope for a two-month period, etc.).
Return: the overall benefit of completing the project (financial gain, value of experience, networking opportunities, providing professional and/or community service, etc.).
Other: any other areas of project considerations not mentioned above.
Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
· Explain the theory of leadership and discuss behavioural leadership theory.
· Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
· Discuss path-goal theory.
· Describe how charismatic leadership transforms followers and work groups.
· Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
· Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the ‘philosopher-king’ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the ‘corporate constitution’, and provides intellectual stimulation for followers through the values such as ‘seize opportunities’, ‘teamwork and trust’, and ‘fear of the status quo’. He inspires followers to rise to new levels of performance by communicating his expectations for leadership ‘with character, competence, and humility’ to achieve ‘nothing less than the best effort’. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. – definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
Similar to Procedia - Social and Behavioral Sciences 109 ( 2014 ) 49.docx (15)
According to the NASW Code of Ethics section 6.04 (NASW, 2008), .docxaryan532920
According to the NASW Code of Ethics section 6.04 (NASW, 2008), social workers are ethically bound to work for policies that support the healthy development of individuals, guarantee equal access to services, and promote social and economic justice.
For this Discussion
, review this week’s resources, including
Working with Survivors of Sexual Abuse and Trauma: The Case of Rita
and “The Johnson Family”. Consider what change you might make to the policies that affect the client in the case you chose. Finally, think about how you might evaluate the success of the policy changes.
By Day 3
Post
an explanation of one change you might make to the policies that affect the client in the case. Be sure to reference the case you selected in your post. Finally, explain how you might evaluate the success of the policy changes.
Working With Survivors of Sexual Abuse and Trauma: The Case of Rita
Rita is a 22-year-old, heterosexual, Latina female working in the hospitality industry at a resort. She is the youngest of five children and lives at home with her parents. Rita has dated in the past but never developed a serious relationship. She is close to her immediate and extended family as well as to her female friends in the Latino community. Although her parents and three of her siblings were born in the Dominican Republic, Rita was born in the United States.
A year ago, Rita was sexually assaulted by an acquaintance of a male coworker. Rita and a female coworker met Juan and Bob after work at a local bar for a light meal and a few drinks. Because Rita had to get up early to work her shift the next day, Bob offered to drive her home. Instead of taking Rita directly home, however, he drove to a desolate spot nearby and assaulted her. Afterward, Bob threatened to harm her family if she did not remain silent and proceeded to drive her home. Although Rita did not tell her family what happened, she did call our agency hotline the next day to discuss her options. Because Rita’s assault occurred within the 5-day window for forensic evidence collection of this kind, Rita consented to activation of the county’s sexual assault response team (SART). Although she agreed to have an advocate and the sexual assault nurse examiner (SANE) meet her at the hospital, Rita tearfully stated that she did not want to file a police report at that time because she did not want to upset her family. The nurse examiner interviewed Rita, collected evidence, recorded any injuries, administered antibiotics for possible sexually transmitted infections, and gave Rita emergency contraception in case of pregnancy. The advocate stayed with Rita during the procedure, supporting her and validating her experience, and gave her a referral for individual crisis counseling at our agency.
My treatment goals for Rita included alleviation of rape trauma syndrome symptoms that included shame and self-blame, validation of self-worth and empowerment, and processing how it would feel to discl.
According to the text, crime has been part of the human condition si.docxaryan532920
The document provides instructions for a 4-6 page paper on criminal law. It asks the student to:
1) Determine if the Ex Post Facto Clause can prohibit increased federal minimum sentencing guidelines and provide a rationale.
2) Explain the distinction between criminal, tort, and moral wrongs, and support or criticize the premise that moral laws have higher standards than criminal law.
3) Identify and discuss the differences between solicitation and conspiracy to commit a crime, and support or criticize the unilateral approach to conspiracy convictions.
4) Identify the four goals of criminal law and discuss how they effectuate protecting the public and preventing innocent convictions.
According to Ronald Story and Bruce Laurie, The dozen years between.docxaryan532920
Conservatives came to dominate American politics between 1968 and 1980 by capitalizing on social unrest and challenging the New Deal coalition. They embraced ideas and policies that emphasized free markets, deregulation, and tax cuts. These policies shaped American society into the 21st century by promoting economic growth while also increasing inequality.
According to Kirk (2016), most of your time will be spent work with .docxaryan532920
According to Kirk (2016), most of your time will be spent work with your data. The four following group actions were mentioned by Kirk (2016):
Data acquisition: Gathering the raw material
Data examination: Identifying physical properties and meaning
Data transformation: Enhancing your data through modification and consolidation
Data exploration: Using exploratory analysis and research techniques to learn
Select 1 data action and elaborate on the actions performed in that action group.
Reference: Kirk, A. (2016). Data Visualisation: A Handbook for Data Driven Design (p. 50). SAGE Publications.
.
According to the Council on Social Work Education, Competency 5 Eng.docxaryan532920
According to the Council on Social Work Education, Competency 5: Engage in Policy Practice:
Social workers understand that human rights and social justice, as well as social welfare and services, are mediated by policy and its implementation at the federal, state, and local levels. Social workers understand the history and current structures of social policies and services, the role of policy in service delivery, and the role of practice in policy development. Social workers understand their role in policy development and implementation within their practice settings at the micro, mezzo, and macro levels and they actively engage in policy practice to effect change within those settings. Social workers recognize and understand the historical, social, cultural, economic, organizational, environmental, and global influences that affect social policy. They are also knowledgeable about policy formulation, analysis, implementation, and evaluation.
Walden’s MSW program expects students in their specialization year to be able to:
Evaluate the implication of policies and policy change in the lives of clients/constituents.
Demonstrate critical thinking skills that can be used to inform policymakers and influence policies that impact clients/constituents and services.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To prepare
: Working with your field instructor, identify a social problem that is common among the organization (or its clients) and research current policies at that state and federal levels that impact the social problem. Then, from a position of advocacy, identify methods to address the social problem (i.e., how you, as a social worker, and the agency advocate to change the problem). You are expected to specifically address how both you and the agency can effectively engage policy makers to make them aware of the social problem and the impact that the policies have on the agency and clients.
The Assignment (2-3 pages): Social Problems is Ex-cons finding Jobs Opportunities in State of California. The Agency is Called "Manifest" the website is Manifest.org
Identify the social problem
Explain rational for selecting social problem
Describe state and federal policies that impact the social problem
Identify specific methods to address the social problems
Explain how the agency and student can advocate to change the social problem
You are expected to present and discuss this assignment with your agency Field Instructor. Your field instructor will be evaluating your ability to demonstrate this competency in their field evaluation. In addition, you will submit this assignment for classroom credit. The Field Liaison will grade the assignment “PASS/FAIL,” see rubric for passing criteria.
.
According to Kirk (2016), most of our time will be spent working.docxaryan532920
According to Kirk (2016), most of our time will be spent working with our data. The four following group actions were mentioned by Kirk (2016):
Book: Kirk, A. (2016). Data visualisation a handbook for data driven design. Los Angeles, CA: Sage.
Data acquisition: Gathering the raw material
Data examination: Identifying physical properties and meaning
Data transformation: Enhancing your data through modification and consolidation
Data exploration: Using exploratory analysis and research techniques to learn
Select 1 data action and elaborate on the actions preformed in that action group.
.
According to Kirk (2016), most of your time will be spent working wi.docxaryan532920
According to Kirk (2016), most of your time will be spent working with your data. The four following group actions were mentioned by Kirk (2016):
Data acquisition: Gathering the raw material
Data examination: Identifying physical properties and meaning
Data transformation: Enhancing your data through modification and consolidation
Data exploration: Using exploratory analysis and research techniques to learn
Select 1 data action and elaborate on the actions preformed in that action group.
.
According to Davenport (2014) the organizational value of healthcare.docxaryan532920
According to Davenport (2014) the organizational value of healthcare analytics, both determination and importance, provide a potential increase in annual revenue and ROI based on the value and use of analytics. To complete this assignment, research and evaluate the challenges faced in the implementation of healthcare analytics in the Health Care Organization (HCO) or health care industry using the following tools:
The paper must also address the following:
Application of PICO (problem, intervention, comparison group, and outcomes) to the challenge identified in your research.
The paper:
Must be two to four double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the
Ashford Writing Center. (Links to an external site.)
Must include a separate title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Must use at least three scholarly sources in addition to the course text.
Must document all sources in APA style as outlined in the Ashford Writing Center.
Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center.
.
According to the authors, privacy and security go hand in hand; .docxaryan532920
According to the authors, privacy and security go hand in hand; and hence, privacy cannot be protected without implementing proper security controls and technologies. Today, organizations must make not only reasonable efforts to offer protection of privacy of data, but also must go much further as privacy breaches are damaging to its customers, reputation, and potentially could put the company out of business. As we continue learning from our various professional areas of practice, its no doubt that breaches have become an increasing concern to many businesses and their future operations. Taking Cyberattacks proliferation of 2011 into context, security experts at Intel/McAfee discovered huge series of cyberattacks on the networks of 72 organizations globally, including the United Nations, governments and corporations.
Q: From this research revelation in our chapter 11, briefly state and name the countries and organizations identified as the targeted victims?
.
According to Gilbert and Troitzsch (2005), Foundations of Simula.docxaryan532920
According to Gilbert and Troitzsch (2005), Foundations of Simulation Modeling, a simulation model is a computer program that captures the behavior of a real-world system and its input and possible output processes.
Briefly explain what the simulation modeling relies upon?
-500 words at least.
-No Plagiarism.
-APA Format.
.
According to Klein (2016), using ethical absolutism and ethical .docxaryan532920
According to Klein (2016), using ethical absolutism and ethical relativism in ethical decision making can lead to different outcomes. How can moral reasoning about a specific situation differ based on relativism or absolutism? Can you provide an illustration or example of an accounting procedure/situation whose outcome may differ based on absolutism or relativism? Is ethical relativism a more suitable standard within a global IFRS Environment? Why or why not?
at least 250 words
.
According to Franks and Smallwood (2013), information has become.docxaryan532920
Social media differs from email in its functionality due to social media's immaturity compared to the stability of email. Specifically, social media allows for a greater volume of information to be shared and exchanged through newer tools like blogs, microblogs, and wikis which have increased the lifeblood of information for many businesses. Additionally, research has documented key differences in how social media is used compared to the more established email.
According to the Council on Social Work Education, Competency 5.docxaryan532920
According to the Council on Social Work Education, Competency 5: Engage in Policy Practice:
Social workers understand that human rights and social justice, as well as social welfare and services, are mediated by policy and its implementation at the federal, state, and local levels. Social workers understand the history and current structures of social policies and services, the role of policy in service delivery, and the role of practice in policy development. Social workers understand their role in policy development and implementation within their practice settings at the micro, mezzo, and macro levels and they actively engage in policy practice to effect change within those settings. Social workers recognize and understand the historical, social, cultural, economic, organizational, environmental, and global influences that affect social policy. They are also knowledgeable about policy formulation, analysis, implementation, and evaluation. Social workers:
Identify social policy at the local, state, and federal level that impacts well-being, service delivery, and access to social services;
Assess how social welfare and economic policies impact the delivery of and access to social services;
Apply critical thinking to analyze, formulate, and advocate for policies that advance human rights and social, economic, and environmental justice.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To prepare: Working with your field instructor, identify, evaluate, and discuss policies established by the local, state, and federal government (within the last five years) that affect the day to day operations of the field placement agency.
The Assignment (1-2 pages): (In The States California. The Good Seed is a Drop-In center for 18-25 years!
Describe the policies and their impact on the field agency.
Propose specific recommendations regarding how you, as a social work intern, and the agency can advocate for policies pertaining to advancing social justice for the agency and the clients it serves.
.
According to the authors, privacy and security go hand in hand; and .docxaryan532920
According to the authors, privacy and security go hand in hand; and hence, privacy cannot be protected without implementing proper security controls and technologies. Today, organizations must make not only reasonable efforts to offer protection of privacy of data, but also must go much further as privacy breaches are damaging to its customers, reputation, and potentially could put the company out of business. As we continue learning from our various professional areas of practice, its no doubt that breaches have become an increasing concern to many businesses and their future operations. Taking Cyberattacks proliferation of 2011 into context, security experts at Intel/McAfee discovered huge series of cyberattacks on the networks of 72 organizations globally, including the United Nations, governments and corporations.
From this research revelation in our chapter 11, briefly state and name the countries and organizations identified as the targeted victims?
Use the APA format to include your references. Each paragraph should have different references and each para should have at least 4 sentences.
.
According to recent surveys, China, India, and the Philippines are t.docxaryan532920
According to recent surveys, China, India, and the Philippines are the three most popular countries for IT outsourcing. Write a short paper (4 paragraphs) explaining what the appeal would be for US companies to outsource IT functions to these countries. You may discuss cost, labor pool, language, or possibly government support as your reasons. There are many other reasons you may choose to highlight in your paper. Be sure to use your own words.
Must be in APA format with references and citations.
.
According to the authors, countries that lag behind the rest of the .docxaryan532920
According to the authors, countries that lag behind the rest of the world’s ICT capabilities encounter difficulties at various levels. Discuss specific areas, both within and outside, eGovernance, in which citizens living in a country that lags behind the rest of the world in ICT capacity are lacking. Include in your discussion quality of life, sustainability, safety, affluence, and any other areas that you find of interest. Use at least 8-10 sentences to discuss this topic.
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According to Peskin et al. (2013) in our course reader, Studies on .docxaryan532920
According to Peskin et al. (2013) in our course reader, "Studies on early health risk factors, including prenatal nicotine/alcohol exposure, birth complications, and minor physical anomalies have found that these risk factors significantly increase the likelihood of anti-social and criminal behavior throughout life." What policy changes might you suggest to help curtail the occurrence or effects of these risk factors? Remember to think about public health policy, not just criminal policy.
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According to Franks and Smallwood (2013), information has become the.docxaryan532920
According to Franks and Smallwood (2013), information has become the lifeblood of every business organization, and that an increasing volume of information today has increased and exchanged through the use of social networks and Web2.0 tools like blogs, microblogs, and wikis. When looking at social media in the enterprise, there is a notable difference in functionality between e-mail and social media, and has been documented by research – “…that social media differ greatly from e-mail use due to its maturity and stability.” (Franks & Smallwood, 2013).
Q: Please identify and clearly state what the difference is?
Use the APA format to include your references. Each paragraph should have different references and each para should have at least 4 sentences.
.
According to Ang (2011), how is Social Media management differen.docxaryan532920
According to Ang (2011), how is Social Media management different than traditional Customer Relationship Management (CRM)? Define the four pillars of social media (connectivity, conversations, content creation and collaboration) and analyze how each pillar can be used to aid Social Media management. Identify the benefits Social Media management. Provide examples to illustrate each point.
The paper must be 1-2 pages in length (excluding title and reference page) and in APA (6th edition) format. The paper must include the Ang (2011) article in correct APA format.
.
According to (Alsaidi & Kausar (2018), It is expected that by 2020,.docxaryan532920
According to (Alsaidi & Kausar (2018), "It is expected that by 2020, around 25 billion objects will become the part of global IoT network, which will pose new challenges in securing IoT systems. It will become an easy target for hackers as these systems are often deployed in an uncontrolled and hostile environment. The main security challenges in IoT environment are authorization, privacy, authentication, admission control, system conformation, storage, and administration" (p. 213).
Discuss and describe the difference between a black hole attack and a wormhole attack.
.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
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2. event. Successful event can be a good benchmark for event
planning in the future. The objective of the research is to
examine the influence of leadership style towards event success.
Population for this research consists 112 event companies who
are doing consultant event management and organizing the
event
that are running their operation nearby Kuala Lumpur, biggest
city in Malaysia. This non-probability sampling successfully
collected 100 set questionnaires from event crews using
convenient sampling method. The analysis shows that people
oriented
and decision-making oriented of leader have significant
relationship towards event success. Last but not least, this paper
ends
with conclusion World Conference On Business, Economics
And Management - ion, recommendation and suggestion for
future research.
Keywords: People Oriented, Decision Oriented, Leader, Event
Success;
1. Introduction
A research on leadership styles of event manager’s influence the
event success set the background of the study in this manner.
Leadership styles are one of the factors that lead to successful
event. Turner and Müller (2005) cited from Lee-Kelley et al.
(2003) that there is a significant relationship between the
leader’s perception of project success and his or her personality
and
contingent experiences.
Leadership is one of the world’s oldest preoccupations. The
understanding of leadership has figured strongly in the quest of
knowledge. Purpose stories have been told through the
4. 498 Samsudin Wahab et al. / Procedia - Social and
Behavioral Sciences 109 ( 2014 ) 497 – 501
innovative (Chand, 2009). He mentioned that there are three
keys of leadership styles which is autocratic, delegate and
participative. According to Brown (2007), leadership styles can
be identified by how authority is used, how a leader relates to
others, employees’ minds and muscles are used, and how a
leader communicates. Different than E. Brown, he mentioned
that
there are four types of leadership styles: dictatorial,
authoritative, consultative and participative.
In other research by Turner (2005), he indicates that there are
four basic leadership styles: autocratic, bureaucratic, Laissez-
faire and democratic, besides two other leadership styles:
transformational and transactional. Successful event can be a
good
benchmark for event planning in the future. It will also show
that the event has achieved its goal. It is important to study the
event success is because it can be used in events by helping
organizations identify strengths and opportunities for
improvement
for both individual events and event program as a whole. This
idea was supported by Farris, Doolen, and Van Aken (2010).
Therefore this research will investigate the importance of
leadership styles on event success in event business.
The research on project manager leadership in projects is scarce
(Müller & Turner, 2010). Prior research studies indicated a
correlation between successful performance and the manager
leadership styles. However, the amount of studies concerning
project manager leadership styles and its contributions to
project success is limited (Yang, Huang, & Wu, 2010).
5. Leadership competencies relating to project success was lacks
support for project manager leadership contributions. Although
prior studies discussed performance, time and cost, and
competencies in relation to project success, these do not
evaluate project
manager leadership impact. This study tried to address the gap
in project management research of which project manager
leadership styles contributes more to success of the event.
2. Literature Review
2.1. Determining the Success of Event
According to Northouse (2004) event success can be defined as
the achievement of something desired, planned or attempted
after the event organized. One of the factors that would
determine the event success is the event meets its objectives.
This means
that, if the objective of the event is to gain profit, then if the
event achieved the certain amount that has been targeted, the
event
will be considered as successful one.
Leadership literature, blogs, and seminars typically focus on
telling leaders the right things to do if they want to succeed.
That
makes sense for most of us. We want seasoned professionals to
help us learn from their mistakes and accumulated wisdom. By
sharing the most valued aspects of what great leaders do to
inspire others, leaders at any level can learn to improve their
skills.
Those of us seeking advice expect it framed in a positive way
(Bell, 2012).
6. According to Wilson (2004), long and short-term goals set for
the event should be used to evaluate its success. Success of the
event should include both quantitative measures, such as the
number of people in the audience and profit after the event;
measuring the level of excitement in the room, before and after
comments by “key” people at the event; and determining if
people are looking forward to the next.
2.2. Leadership Styles
A Dictionary of Business and Management (2006) said that
leadership styles are the traits, behavioral tendencies, and
characteristic method of a person in a leadership position.
There are many ways to lead and every leader has their own
styles.
Some of the more common styles include autocratic,
bureaucratic, democratic and laissez-faire. Leadership style
depicts the way
in which a leader attempts to influence the behaviour of
subordinates, makes decisions regarding the direction of the
group, and
keeps a balance between the goal attainment function and the
maintenance function of the group (Fertman and Van Linden,
1999).
The conventional concept of leadership styles assumes a top-
down, role-based view of leadership. Traditionally it refers
how
the leader manages people and how they make decisions.
2.2.1 People
In explored delegation as a method of professionally developing
7. employees within the context of the full-range model of
organizational leadership and three different leadership models
have been proposed by which to understand delegation. First
model is the transactional operator, next model is the team
player, and third model is the transformational. Self-defining
leader or
each model starts with different attributes of leaders based on
their perspective taking abilities and leadership philosophies
499 Samsudin Wahab et al. / Procedia - Social and Behavioral
Sciences 109 ( 2014 ) 497 – 501
(Kuhnert, 1994). Then, according by Spillane (2005), leadership
through people is designed to equip leaders or managers with
the latest and most influential set of performance management
and people skills that will support their transformation to
become
leaders of change. Leadership behaviours can influence
financial performance of an organization (Yulk, 2008).
Leadership successes follow a familiar structure such as a
charismatic leader, often the CEO or school principal, takes
over a
struggling school, establishing new goals and expectations and
challenging business as usual within the organization. This
leader
creates new organizational routines and structures that with
time transform the culture, contributing in turn to greater leader
satisfaction, higher expectations as a leader, and improved the
achievement. Leadership through people can help unleash the
potential of your people to accomplish your most important
goals and team cohesiveness (Wendt, Euwema and van
Emmerik,
2009).
8. 2.2.2 Authority
Power without authority is illegitimate. Authority without
power is impotent. Behaviourist approach to power gives
rewards
for the performance of the desired behaviours. The rewards are
linked to compliance and must always be ethical. The level of
the
reward must fit the level of expected behaviour to attract the
follower (Vivian Herron, 2009). This type of power should be a
last
resort and should be avoided if at all possible. Coerciveness
alienates individuals.
There may be compliant, but to individuals who are well
adjusted and emotionally healthy, it may be accompanied with
resentment. This power is energy intensive as the leader through
punishment incentives, tries to move the will of another adult.
According by Herron (2009) rationality prevailed, the leaders
were able to turn everyone's attention to the goals at hand and
this,
however, went well beyond the goals of the districts'
expectations and state-wide standards. The pervasive goal was
to ascend to
and maintain a school culture of excellence.
2.2.3 Decision Making
Numerous decisions are made during times of change. As a
manager, handle decision-making will directly influence how
the
organization fares during these times (Hemmrich, 2011). Avery
(2004) has studied how widely dispersed power is in European
companies, and this is associated with an emphasis on gaining
consensus in making decisions. The leader or manager makes
9. Autocratic and Consultative decisions. These styles vary in the
level of team participation, but in both leader makes the
decision.
Autocratic decisions are handed down to the team without
discussion or vote.
There are times that the leader needs to make a quick decision
but sometimes when leader will want input from the team
before making a decision. This is use can be either to solicit
new ideas for consideration, or to see how the team feels about
some
of the options leader is considering. According to Hemmrich
(2011), when leader bring the team in and allow them to be in
charge of the decision, he or she is either using the group
decision or delegation styles but in both styles the leader give
up his or
her veto power and agree to allow the group to make the
decision.
Group decision can be accomplished either by majority vote.
When the leader assign the decision making process to a group
or subordinates, he or she will not be part of the process, this is
called delegation. So it is important for leader to set up some
rules or limitation.
2.2.2 Flexibility
There is trait approach has been around for many decades, but
there is increasing interest in several skills that appear relevant
for flexible, adaptive leadership. Furthermore, these skills
involve the ability to understand the situational requirements
for
effective leadership and to be flexible in adapting to changing
conditions and crises (Mumford, Friedrich, Caughron, & Byrne,
2007). Flexible leadership theory uses ideas from several
different literatures, including leadership, human resource
10. management,
strategic management, organization theory, and organizational
change (Yukl, In Press; Yukl & Lepsinger, 2004, 2005).
The theory is about strategic leadership that emphasizes the
need to influence key determinants of financial performance for
a
company: efficiency, innovative adaptation, and human capital.
In addition, the actions and decisions of managers at different
levels in the organization and in inter-dependent subunits must
be mutually compatible and consistent with the organization's
competitive strategy and external environment. The theory of
versatile leadership (Kaplan & Kaiser, 2003) also involves
competing values, but effective flexibility is defined as an
appropriate amount of skills or behaviour related to competing
objective and development (Landry, Stowe, and Haefner, 2012).
500 Samsudin Wahab et al. / Procedia - Social and
Behavioral Sciences 109 ( 2014 ) 497 – 501
3. Method
Population for this research consists 112 event companies who
are doing consultant event management and organizing the
event, which are located at Petaling Jaya, Selangor. This non-
probability sampling successfully collected 100 sets of
questionnaires from event crews using convenient sampling
method.
4. Analyses and Finding
Regressiona
11. Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 1.985 .737 2.692 .009
mean_people .403 .115 .404 3.496 .001
mean_authority -.017 .127 -.018 -.135 .893
mean_dm .242 .098 .298 2.458 .017
mean_flexibility .019 .138 .018 .139 .890
a. Dependent Variable: mean_es
The analysis shows that people oriented and decision-making
oriented of leader have significant relationship towards event
success. Therefore, there is significant relationship between
people oriented leader and event success. It is also significant
relationship between decision making oriented leader and event
success. The analysis also found no significant relationship
between authority and flexibility towards event success.
5. Recommendations and Suggestion
Good leaders as well as keeping the main goal in focus are able
to think analytically. Not only does a good leader view a
situation as whole, but is able to break it down into sub parts
for closer inspection. Not only is the goal in view but a good
leader
can break it down into manageable steps and make progress
towards it.
12. Future research should conduct research by using other methods
other than distribute questionnaires such as through
observation and interview. Through observation they can find
and experience by themselves what had happened. Besides,
through interview some expert person who had experience with
event industry they will more advance to get knowledge and
true
feeling of the respondent because this primary source normally
give unbiased answer and penetrable
References
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Cases, London: Sage.
Brown E. (2007). Leadership Styles: Dictatorial,
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16. b&cd=1&cad=rja&uact=8&ved=0CB8QFjAA&url=http%3A%2F
%2Fwww.conventionindustry.org%2FFiles%2F2012%2520ESS
%2F140210%2520Fact%2520Sheet%2520FINAL.pdf&ei=c3IVV
cC_IPXbsASi_4DoAw&usg=AFQjCNFMlP40UgrUZTLk1Plbsv
m1XequAA&sig2=8NrTnfYkl_qJ2PeHPi5eow
http://www.slideshare.net/FrostandSullivan/event-management-
software-market
Hosting, attending, and exhibiting at events comprise a
whopping 21% of corporate marketing
budgets, and one analysis indicates that these meetings
“contribute more to the [U.S.] GDP than the
air transportation, motion picture, sound-recording, performing
arts and spectator sport industries.”
But it’s far from moneyball when it comes to event marketing.
Three of five marketers use no tools to
measure event ROI, and most companies plan and execute
events without specific business
objectives. Yet, after sales force costs, events are the biggest
line item in many marketing budgets,
especially for B2B firms.
So consider what more productive event spending means for the
bottom line. Technology to do this
exists, and it has implications for what managers can do before,
during, and after the events they
sponsor or attend.
Before. There’s not just one rationale for events. Goals can
range from lead generation or gaining
access to decision makers to actually selling products or
services — measured against the expense
and opportunity cost of that event. But if you don’t know where
you’re going or why, no road will
17. take you there. No technology can help managers who are
unable or unwilling to set goals.
Once goals are set, however, there are tools to track ROI
milestones that are currently dark holes in
most marketing budgets. Pre-event registration systems like
Cvent or Eventbrite help organizers sell
tickets, promote the event, and measure responses beyond the
number of registrations. They provide
data, like campaign impressions and email opens, which can
track the relative effectiveness of
various event promotion activities.
The technology will also help you make a a core decision: is
attending, sponsoring, or exhibiting at
this event worth it?
Salesforce addresses this question with potential attendees at
Dreamforce, its annual event. The
Dreamforce 2014 homepage had a calculator that provided users
with the projected ROI that their
respective companies would gain from their presence at the
conference. It also had a template letter
with relevant data that prospective attendees could send with
the data to their supervisors, justifying
the expense, and, in the process, establishing accountable
metrics for follow-up evaluation.
During. At the event, new technologies provide cost-reduction
and revenue opportunities for all
stakeholders. Mobile platforms accessed by apps on smart
phones or tablets replace paper agenda,
venue maps, and other standard documents, saving on printing
and personnel costs while enhancing
sponsorship opportunities. Trade groups such as the Georgia
Economic Developers Association use
19. others they might not otherwise have met. Beacon (location
based) technology allows exhibitors or
sponsors to direct interested attendees to their product or booth.
Software from firms like Glisser or
sli.do create more interaction in sessions and enable ongoing
dialogue beyond the meeting room.
These services help oft-distracted attendees participate via a
smart phone or tablet. They also you to
create communications and content that reflect the spirit of the
event and your attendees, which is
far better than generic materials prepared at headquarters.
Marketers can also quantify many traditionally amorphous
goals. Networking can be done and
tabulated via the app, allowing exhibitors to connect with
prospects in a more targeted way. Lead
generation is now more efficient and scalable with apps that
provide an all-in-one lead scanner and
note-taking platform which can be seamlessly uploaded to a
CRM system for follow-up.
Remember that, when it comes to signaling interest in the topic
of the event, attendees have already
voted with their feet. So this is often more sales-ready data
about buyers and their key concerns than
the broad demographic data currently resident in most CRM
systems.
After. The most common metrics for evaluating an event are the
“smile sheets” distributed after a
session or the ad hoc perceptions of people in the exhibitor’s
booth. New technology goes further.
Did the keynote speaker deliver? Find out based on the number
of bookmarks, views, and comments
as well as session ratings. Did sponsors get the level of
25. motivation (Awosusi, 2011). He added, unless the employees
are well informed about their performance
and also their strong and weak points, it is very difficult for
them to improve their level of performance.
This study is focused specifically on event management. The
researcher wants to determine whether
employees can or cannot maintain their current job performance
within the restricted time frame given
under various circumstances. Therefore, this study was
conducted to identify that time management affect
the job performance of the employees of an organization in view
of organizing an event. The researcher
also wanted to determine the relationship of time management
and job performance and does all other
elements under the main concern affecting each other. Business
professionals need to understand that
time is the most important resource that they need to manage
and maximize. However, time is also the
most misused and mismanaged element in today s world. Hence,
this study attempts to identify the effect
of time management on job performance among employees in
the event industry.
2. Literature Review
2.1 Time Management
Time management is the act or process of planning and
exercising conscious control over the amount
of time spent on specific activities, especially to increase
effectiveness, efficiency or productivity. For
event industry players, this particular item is tantamount to the
success of organizing any event.
According to Altaf and Atif Awan (2011), among recent
sociologists that have shown that the way
26. workers view time is connected to social issues such as the
institution of family, gender roles, and the
amount of labor by the individual. Meanwhile, according to
Mitchell and Samms (2010) description of
time management, individuals first determine their needs and
wants and then rank them in terms of
importance.
Specific activities include setting goals to achieve the needs or
wants and prioritizing the tasks
necessary to accomplish them. In the aspect of event
management, time is viewed as the planning process
since the initiation stage of the event until the implementation
of the program. Thus, the sequence of
actions must be followed through rigorously to achieve the end
target of organizing a successful event.
Faulkner et al (2007) highlighted, because few, studies have
addressed this specific issue, examination of
the linkage between perceived control over time and job
satisfaction is warranted. It was expected that
those who felt in control of their time would be most satisfied
with their job. Little research has been
conducted on the relationship between job performance and time
management. This is the reason why
this study is conducted to prove that there is a significant
relationship between excellent performances
with proper time management. Time management may be aided
by a range of skills, tools, and techniques
used to manage time when accomplishing specific tasks,
projects and goals complying with a due date.
939 Nor Lela Ahmad et al. / Procedia - Social and Behavioral
Sciences 65 ( 2012 ) 937 – 941
27. 2.2 Job Performance
Job performance is one of the most important factors that most
of organization should consider to
focus in. According to Oswald et al (2007) and Appelbaum et al
(2008), as cited by Smith and Segal
(2012) show us that job performance is the most important
dependent variable and it is also the most
important construct in industrial-organizational psychology
research and practice. Based on the definition
of job performance by Otto et al (2012), job performance
divided into various important factors that need
for further explanation. In event management, the tasks are
divided among the crew members as would
any job division within an organization. Job performance
involves something that people do and can be
reflected on what the action that individual takes (Oswald et al,
2010). However, Faulkner et al. (2007)
as cited by Watson and Strayer (2010) identify that performance
does not include the result of those
particular actions. Usually, results are often mistaken to be
easily quantified and tracked to measure job
performance due to their ability.
The results are not what the actions that individuals takes but
the result are influenced by individual
efforts. Smith and Segal (2012) discovered the results are often
affected by factors beyond the individual
control. Event management focuses on individual job
performances due to the nature of events which are
usually short term. Most event organizers sub-contract
functional divisions while putting one main
supervisor or person-in-charge of each task to oversee that
particular function. Therefore, individual
performance is basically dependent upon others that do the
groundwork to ensure the smooth flow of the
28. event. That person is entrusted to ensure the success of his/her
function which in the end will contribute to
the overall success of a particular event.
3. Methodology
The type of sampling technique that the researcher used in this
research was convenience sampling
which means each individual of the population has an equal and
independent chance for being chosen to
be part of the sample. For this study the researcher has
distributed 100 questionnaires to employees at
Putrajaya International Convention Centre (PICC). The return
rate was 65%. The questionnaires were
distributed by hand to the respondents. The researcher waited
for the respondents to finish answering the
questionnaire and collected them afterwards to ensure that they
had assistance and explanation. The
Statistical Package for Social Sciences (SPSS) version 18.0 was
used to analyze the data. The initial
analysis was conducted by calculating descriptive statistic
including frequencies, mean scores and
standard deviation. Pearson Production Moment Correlation
analysis was used to determine the
correlation of time management with job performance at 0.05
level of significance.
4. Results and Analysis
The orientation each workers, groups, departments, and
countries have toward time differs relatively
with respect to different cultures or norms of each workers,
groups, departments and countries. The
effectiveness and efficiency of an organization comes down to
the effectiveness and efficiency of
individual workers in the organization. The management of time
29. is an issue which is fundamental to job
performance, and how a worker manages his/her time will
depend literarily on his/her favourable or
unfavourable attitude towards time which will invariably
influence his/her perceived job performance in
an organization. The researchers found significant relationships
between management of time and
allocation of time to managerial tasks and job performance,
concluding management of time is a key to
managerial performance.
940 Nor Lela Ahmad et al. / Procedia - Social and
Behavioral Sciences 65 ( 2012 ) 937 – 941
Relationship between Time Management and Job Performance
Table 1: Correlations between time management and job
performance
Time
Management
Job
Performance
Pearson Correlation 1 .344**
Sig. (2-tailed) .008
Time Management
N 59 59
Pearson Correlation .344** 1
Sig. (2-tailed) .008
30. Job Performance
N 59 59
**. Correlation is significant at the 0.05 level (2-tailed).
Table 1 shows the correlations between time management and
job performance. Based on the table, there
is a significant relationship between time management and job
performance with the p value = 0.008 (r =
.344, p < .05).
5. Conclusion
The study proves that there is a significant relationship between
time management and job
performance especially in the context of event management as
event managers or organizers are
constantly working to meet deadlines given by their clients and
the planning process takes months in
advance to prepare. However, the short duration of planning
process usually affect the job performance of
event professionals or crew members. Objective approaches to
time generally consider time as a uniform
commodity where people view it much as they do money. The
basic contrast between ``objective'' and
``subjective'' time is that the former is characterized by concrete
or measurable quantities of time which
people actually have to work with, and the latter is based on
people's perceptions of the amounts of time
available, relative to the things they have to do (Appelbaum,
2008 and Bauer, 2008). Therefore, it is of
the utmost important for event crew members lead by the
manager heading the organizer appointed and
entrusted by the client to carry out their responsibilities to
execute the tasks following up to the event.
Event management companies must recognize the importance of
31. time when creating, planning and
executing any event.
6. Recommendations
Event planning never stops. This industry goes 24/7, 365 days a
year. Planners work evenings,
weekends, and holidays, often far away from their home base,
organizing and running events that simply
must go on, and go smoothly. Missing a critical deadline is not
an option in the event planning field. Time
management errors can cost a company a potential sale, lose
them an existing customer, and damage their
professional reputation. For smooth event implementation, and
for business success, it is essential that
planners know how to manage their own time as well as they
manage an event. They must be able to
successfully manage their workload, and do what matters most,
when it matters most:
941 Nor Lela Ahmad et al. / Procedia - Social and Behavioral
Sciences 65 ( 2012 ) 937 – 941
Analyze and prioritize tasks. Structure workload for maximum
performance.
Identify red-flag activities that hinder productivity. Save time
using technology.
Reduce stress-producing time crunches. Work with, rather than
against deadlines.
Identify when extra help is needed, as well as how to delegate,
outsource, and even partner with
suppliers in crunch periods.
The researcher recommended that each of the employees
32. involved in co-ordinating different areas
such as logistics, operations, time management and cost
management need to have a time table in their
task execution. This will enable the employees to use time
wisely in order of priorities. There must be a
balance in the distribution of workload to enable all the
employees to have a fair chance to perform.
References
Altaf, Amal & Atif Awan, Mohammad (2011). Springer Science
+ Business Media. University
Islamabad Pakistan, Moderating Effect of Workplace
Spirituality on the Relationship of Job Overload and
Job Satisfaction.
Appelbaum, S. H., Marchionni, A., & Fernadez, A. (2008).
Perceptions, Problems and Strategies. The
Multi-tasking Paradox, 1313-1325.
Awosusi, O.O., (2011). International Journal of Pharma and Bio
Sciences. Ado-Ekiti, Ekiti State,
Nigeria, Motivation and Job Performances Among Nurses in the
Ekiti State Environment of Nigeria,
Volume 2
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College, Gender Differences in the Effects of
Multi-tasking Performance.
Faulkner, K. A., Redfern, M. S., Cauley, J. A., Landsittel, D. P.,
Studenski, S. A., Rosano, C., et al.
(2007). Multitasking: Association Between Poorer Performance
and a History of Recurrent Falls. 431-
434.
33. Mitchell, D. K. & Samms, C., (2010). Army Research
Laboratory, Hampton, Virginia. Predicting the
Consequences of Workload Management Strategies with Human
Performance Modeling.
Oswald, F. L., Hambrick, D. Z., & Jones, L. A. (2007).
Understanding and Predicting Multitasking
Performance. Keeping All the Plates Spinning, 77-84
Otto, S. C., Wahl, K. R., Lefort, C. C. & Frei, Wyatt H. P.,
(2012). Journal of Business Studies Quarterly
Saint Mary s College of California, Exploring the Impact of
Multitasking In the Workplace (Vol. 3, No. 4,
pp. 154-162)
Smith, M., Segal R., & Segal J., (2012). Understanding Stress:
Symptoms, Signs, Causes, and
Effects
Watson, J. M. & Strayer, D. L., (2010). Psychonomic Bulletin &
Review. Universityof Utah, Salt Lake
City, Utah, Supertaskers: Profiles in Extraordinary Multitasking
Ability.
International Trends and Events in
Corporate Finance and Management:
A Survey
Glenn H. Petry and James Sprow
Glenn H. Petry is Professor of Finance at Washington State
University,
Pullman, WA, and James Sprow is an Assistant Professor of
Finance at
34. Grand Valley State University, Allendale, MI. This paper was
written while
Professor Sprow was a doctoral student at Washington State
University, Pullman, WA.
• Large firms, most of which have international sales, have heen
the suhjects of many capital hudgeting studies. (See references
[2]
through [7] and [9] through [28].) Typically, those studies have
focused on capital hudgeting techniques, hurdle rates, project
ac-
ceptance criteria, availahility of funds, etc. None have analyzed
the
prohlems affecting U.S. firms in their activities overseas, or
their
responses to certain important financial trends both here and
abroad.
This article addresses important financial developments like the
coming consolidation of the European Economic Community,
the
restructuring of the East Bloc countries, the potential reduction
in
U.S. military expenditures, and the rising use of junk honds and
leveraged huyouts (LBOs). Our ohjective was to gain insights
into
the way these events are shaping U.S. firms, as well as the
firms'
attitudes and likely responses to them. This study included
firms
that range from highly multinational to those with little or no
foreign
sales, since our ohjective was to study not only full-fiedged
multi-
nationals, hut also emerging international firms and utilities
with
35. multinational suhsidiaries.
I. Survey Methodology and Responses
The level of response to mail surveys hy corporate financial
executives in the United States dropped suhstantially after 1976.
Except for two very short surveys ofthe very largest U.S.
corpora-
tions, most recent surveys have had response rates of 26 percent
or
less, compared to a median rate of 50 percent in surveys hefore
1976. To reduce the effects of low response rates, the authors
enlisted the aid of two survey design experts.' While the
findings
and results are the sole responsihility of the authors, one or hoth
of
the survey consultants read all mailings and the questionnaire.
The
questions were all hased on ideas supplied hy 71 U.S. corporate
Dr. Donald Stem, Washington State University, is on the
editorial board as a
specialist in survey research for the .Journal of Marketing
Research Dr. Donald
Dillman is the Director of the Social and Economics Science
Research Center at
Washington State University and author of Mail and Telephone
Surveys: The Total
Design Method (Wiley Interscience, 1978).
financial executives (all members of the Financial Management
Association); the survey was then pretested hy fourteen
executives
and four professors. Although the questionnaire was designed as
carefully as possihle, one must nonetheless acknowledge the
type
36. of prohlem raised hy Aggarwal [1]. When discussing surveys on
capital hudgeting, he pointed out problems in getting accurate
corporation-wide assessment of technique usage. The problem
should he alleviated in this survey since it focuses on policy
and, hy
summarizing groups, may even out imhalances. The fact that
over
half of the respondents requested the results, thus identifying
them-
selves and their companies, indicates serious attention to the
survey.
The high level of executive response also refiects strong interest
in
the data.
Since the emphasis was on existing or potential multinational
firms, a random sample of 449 of the 1990 Business Week 1000
firms was chosen. (This was a reduction from a slightly larger
sample due to mergers and the elimination of firms involved in
the
preparation of the questionnaire.) Questionnaires were sent to
the
chief financial officers during the summer and fall of 1990, and
after
five mailings, 151 executives of firms, or 33.6 percent, returned
fully or mosdy completed surveys. This response rate is
consider-
ahly higher than for most post-1978 surveys that included firms
smaller than the Fortune 500.
The list of respondents hy industry is shown in Exhihit 1. The
industries represented are quite varied, the largest sectors heing
utilities, financial companies and hanking, and consumer goods
and
retailing. There is a hroad representation of high-technology
firms,
37. capital and lahor intensive industries, service firms, and those
with
rapid product ohsolescence. (Some of these areas overlap.) To
reduce the size of exhihits, the corporations are grouped into
four
hroad categories: 61 industrial, 40 consumer/retail, 16 finan-
cial/hanking, and 34 utilities.
The bias in the sample is toward slightly larger firms, similar to
that reported in other studies. The median market value of the
Business Week 1000 respondents is 448, while the median
ranking
21
22 FINANCIAL PRACTICE AND EDUCATION --
SPRING/SUMMER, 1993
of the population would be 500, The percentages of
representation
in the broad categories compare as follows:
Bus. Week 1000
Industrial 38,9
Consumer/Retail 29,0
Financial/Banking 17,0
Utilities 15.1
Total 100,0
Respondents
38. 40.4
26,5
10,6
22,5
100.0
Exhibit 1. Industries of Questionnaire Respondents
Industry Growth
1. Utilities (electricity, gas, telephone)
2. Finance, Banking
3. CcHisumer Goods and Retailing
4. Electronics
5. Energy
6. Food and Beverage
7. Chemicals, Plastic
8. Forest Products
9. Machinery
10. HeaMi Care, Recreation & Entertainment
11. Aerospace, Defense
12. Drug
41. 2.7
Total
Industrial (4,5, 7,8, 9,11,13,14, and 16)
Consumer/Retail (3,6,10,12, and 15)
FinanciallBanking (2)
Utilities (1)
151 100.0
The industrial and consumer/retail respondent groups closely
match their percentages of representation in the Business Week
1000, but the rate of response by the financial sector was
somewhat
lower, probably because of consolidations and problems in that
sector. There was a relatively high response by the utilities,
possib-
ly due to their greater public orientation and acceptance of
public
inquiries.
The respondents' answers were also compared for percentage of
reported sales or revenues in foreign countries. Three categories
were used: 0 to 8 percent foreign sales, 9 to 29 percent, and 30
percent and over, the latter group comprising almost exclusively
industrial and consumer/retail firms.
n . International Events and Factors Affecting
Profitability and Risk
Firms selling intemationally encounter both added risks and
added rewards. The foreign competitive environment is shaped
by
different exchange rates, regulations, standards, local customs,
labor relations and degree of integration in financial markets,
42. U,S,
multinational firms can reduce some risks by investing in
foreign
operations or using offshore suppliers, and increase profits by
expanding their share of the world market. In theory, firms will
invest where they obtain the best risk/reward combination,
A. Consolidation of the European Economic Community
In 1992, the consolidation of the European Economic Com-
munity (EEC) will be complete, with possibly substantial
effects on
profits. With fewer regulations, costs should drop and market
entry
be easier. The survey responses, however, show that most firms
do
not think profits will be affected, or have no prediction about
them.
The most optimistic groups are the industrial and
consumer/retail
firms, where approximately 30 percent believe profits will rise;
almost none of this group predict falling profits. Among all
groups,
the most intemationally oriented firms (30 percent or more of
sales
abroad) are considerably more likely to predict rising profits
from
the EEC, The most hopeful firms are concentrated in the
following
industries (in descending order): publishing and printing; steel,
tools, and construction; drugs; machinery,
B. Restructuring of the East Bloc
Another major intemational event is the restructuring of the
East
43. Bloc countries, which is likely to increase trade provided the
East
Bloc governments are stable and capitalism is encouraged. Once
much of the restructuring has taken place, investing should be
much
less risky, with more projects having a positive net present
value.
The industrial and the consumer/retail companies have the most
favorable view of East Bloc business opportunities, with over
72
percent already doing business there or planning to do so. These
optimistic views parallel closely the percentages of current
foreign
business the firms have. Almost none of the firms in the other
two
groups currently do business in the East Bloc, and only about 20
percent plan to.
The publishing/printing and drug industries expect to expand
rapidly in Eastem Europe, These industries have relatively low
marginal costs and low capital investments per dollar of sales,
so
they would risk less if the East Bloc govemments proved
unstable.
Few of the financial/banking group and none of the utility group
have had any past involvement with East Bloc countries.
However,
a number of these firms now plan some activity. The utility
com-
panies apparently are working through subsidiaries or plan
telecom-
munications activity,
C. Stability and Restrictions on Currency
The selection of markets to pursue often depends on the
44. stability
of, and absence of restrictions on the currencies. Monetary
policy
can cause rampant inflation, restricted investment and currency
conversion problems. Instability and current restrictions raise
the
PETRY AND SPROW - INTERNATIONAL TRENDS AND
EVENTS
23
Exhibit 2. International Factors Negatively Affecting Current
Profitability
Restrictive Practices
Tariffs or Regulations
Unstable Cuirencies
Foreign Government Subsidies
Shaky Governments in Less Developed Countries
Third World Debt Problems
Varying Standards Between Countries
Lower Cost of Capital in Countries Without Plants
Lower Labor Costs in Countries Without Plants
Patent Protection
Higher Productivity in Countries Without PlMits
45. Lower Tax Rates in Countries Without Plants
Other
3.58
3.26
3.15
3.35
2.95
2.64
2.69
2.88
2.69
2.54
2.38
2.49
3.67
uimsumen
Retail
2.79
3.03
49. Exhibit 3. Factors Expected to Negatively Affect Future
Intense Competition
High Medical Costs
Low Economic Growth in the U.S.
Government Regulations of the Environment, Safety, etc.
High Litigation Costs
Large Budget Deficits
Regulation of Rates, Entry and Exit
Shaky U.S. Banking System
Shortening of Product Life
Shortening Lead Time
Increasing Investment by Foreigners
PAC Donations by Foreigners
Other
Profitability
Industrial
3.55
3.40
3.17
53. 3.26
3.22
3.20
3.14
2.97
2.42
2.32
2.19
1.90
1.79
2.60
cost of capital by increasing the variance of returns. Among the
executives surveyed, 86 percent indicated that their companies
do
not invest or substantially limit their investments in those
countries
with hyperinflation or major currency restrictions.
D. Current Negative International Factors
shown in Exhibit 2, executives are especially concerned about
restrictive practices that reduce access to foreign markets,
tariffs
and regulations, unstable currencies, and foreign government
54. sub-
sidies. It is interesting to note that the consumer/retail sector
seems
somewhat less anxious about these factors in international
markets,
perhaps because their products are less technical.
To construct a comprehensive mternational perspective, execu-
The most intemational firms (30 percent and up of sales abroad)
tives were asked to rate the current factors limiting profits.
They give heav.er weight to the inlportance of unstable
currendes
rated the factors from 1 to 5, with 5 being the most negative. As
restrictive practices, and patent protection. These m a y X on
24 FINANCIAL PRACTICE AND EDUCATION --
SPRING/SUMMER, 1993
greater importance the more a firm's sales and profits are at
risk.
Less intemational firms have less concem about shaky govern-
ments.
It is worth noting that, overall, executives are less concerned
about direct economic factors such as lower cost of capital,
labor
costs, tax rates, and higher productivity in a country if their
firms
have no plants there.
IIL U.S. Factors and Events Affecting Profitability
and Risk
In Exhibit 3. the executives were asked to rate factors limiting
55. future profitability, again using a scale of 1 to 5. Although the
intemational aspect was present, the emphasis here was on
domestic
factors. For this question, the rankings tend to differ
substantially.
For example, intense competition that drives down marginal
profits
is the number one concem of the three non-utility sectors, but
the
utilities are understandably more worried about regulations that
increase costs. While the group rankings do vary, they share
common concerns about high medical and litigation costs, large
budget deficits and low U.S. economic growth. The most
concem
about the latter factor, as one might expect, comes from the
least
intemational (0 to 8 percent of sales abroad) industrial and con-
sumer/retail firms. In the financial/banking sector, the most
inter-
national firms seem more woiTied about intense competition,
large
budget deficits and litigation.
Two other points are worth mentioning. It's interesting, al-
though perhaps not surprising, that the financial/banking group
is
more concemed about the banking system than are the other
three
groups. One might speculate that the banks are benefiting from
asymmetric information, knowing more about conditions in the
banking system than those outside it do.
Despite the considerable press devoted to increasing investment
by foreigners, the executives surveyed seem to accept the notion
of
efficient capital markets. The effects of increasing PAC
56. donations
also cause them no concern, perhaps because they are net
beneficiaries.
A. Junk Bonds and Leveraged Buy-outs
One of the issues addressed in the financial press has been
whether the proliferation of junk bonds soaks up available
credit,
creates few economic benefits, and drives up interest rates. As
shown in Exhibit 4, most ofthe executives feel there is little
impact
from junk bonds on lending to their firms or, in the case of
banks,
lending by them.
Many of the junk bonds are used to complete a leveraged buy-
out
(LBO). Asked about the LBOs' impacts on the U.S. economy
(see
Exhibit 5), over three-fifths of the respondents feel that they in-
crease the risk of bankruptcy and make the economy less stable.
Roughly one-fourth of the respondents have other criticisms:
that
LBOs raise interest rates and reduce the money available for
equity
capital. Apparently, on this issue some executives are not strong
believers in the efficiency of financial markets. About the same
percentage, however, have positive views: that LBOs improve
competitiveness and provide needed reorganizations of firms.
This
view is more consistent with a belief in market efficiency. The
least
multinational firms are more likely to cite a need for
reorganization
of firms, while the most intemational are more likely to mention
57. the
negative effects of reducing equity capital or raising interest
rates.
Only about seven percent feel that LBOs have no significant
nega-
tive or positive impact.
B. Increasing Debt Levels
There has been a rising use of debt by Fortune 500 (and
presumably Business Week 1000) industrial companies over the
past 20 years or more (Fuller and Petry [8]). The Fuller/Petry
study
showed that increasing debt is associated with declining real
profit
margins, as firms apparently try to maintain their retum on
equity
by using leverage. In this survey, executives were asked the
reasons
(not the uses such as acquisition) for rising leverage. Almost
two-thirds cited the cheaper cost of debt after taxes, compared
to
equity. (See Exhibit 6.) However, financial theory demonstrates
that will always be true, so the explanation casts little light on
causes
ofthe trend.
Exhibit 4. Effects of Junk Bonds on Lending to Your Eirm
No Effect
More Difficult to Sell New Debt Issues
Banks Asked for More Information
Banks Increased our Lending Because of Soundness
58. Banks Asked for More Collateral
Banks Raised our Interest Rate
Banks Reduced Their Relative Lending
Other
idustrial
60.7%
6.6
4.9
1.6
3.3
1.6
3.3
Consumer/
Retail
47.5%
12.5
10.0
2.5
60. 5.9
Unweighted
Average
61.0%
11.8
8.1
4.4
3.7
2.9
1.5
6.6
Note: Percentages total more than 100 percent because of
multiple responses.
PETRY AND SPROW -- INTERNATIONAL TRENDS AND
EVENTS 25
Exhibit 5. Impacts of LBOs on U.S. Economy
Industrial Consumer/ Financial/ Utiliti^ Weighted
Retail Banking Average
Increases Risk of Bankruptcy, Makes Economy Less Stable
61. Raises Interest Rates by Diverting Capital from Other Firms
Reduces the Money Available for Equity Capital
Provides Needed Reorganization of Firms
Improves Competitiveness
No Significant Positive or Negative Impacts
Other
Note: Percentages total more than 100 percent because of
multiple responses.
59.0%
21.3
24.6
24.6
24.6
3.3
6.6
62.5%
30.0
25.0
27.5
63. 25.1
25.1
24.5
6.6
6.6
Exhibit 6. Reasons for Increasing Use of Debt Over Past 20
Years
Industrial Consumer/ Financial/ Utilities Weighted
Retail Banking Average
Debt Costs after Taxes are Relatively Lower than Equity
Innovations in the Debt Market
Fear of Takeover
Belief that Investors & Lenders are Less Risk-Averse than
Before
Belief that Growth is More Predictable
Economy Permanently Now More Stable
Investors/Lenders Don't Remember Depression
Other
Note: Percentages total more than 100 percent becau.se of
multiple responses.
66. Exhibit 7. Use of Funds Available From Reduced Military
Expenditures
Reduce U.S. Government Deficit
Increase Spending on Education
Reduce L/T Capital Gains Rate
Eliminate or Reduce Taxes on Dividends
Increase Spending on Roads and Bridges
Increase Spending on Drug War
Reduce Personal Taxes
Reduce Corporate Taxes
Create Tax Credits for Business
Increase Other Social Spending
Other
Industrial
4.42
3.65
3.15
3.15
3.21
70. 1.99
2.71
26 FINANCIAL PRACTICE AND EDUCATION --
SPRING/SUMMER, 1993
Another 40 percent cited innovations in the debt market, and 30
percent specified fear of takeover. The latter reason for
increased
use of debt, which was most cited by intemational firms,
suggests
an agency problem among managers. It is interesting that the
four
reasons reflecting lowered risk over the past 20 years are the
ones
least cited. Even after the longest peacetime expansion in the
U.S.,
which at the time of the survey had lasted about seven years, the
respondents did not feel that rising debt levels were related to
investors and lenders becoming less risk averse, or to economic
growth being more stable.
C. The Peace Dividend Shifting U.S. Government
Resources to Other Uses
It was widely believed before the Gulf War (and probably even
after it) that federal funds from reduced military spending
would be
available for other uses. As shown in Exhibit 7 in this survey,
the
overwhelming favorite use for such funds was to reduce the
federal
deficit, with the second most important use being for education.
71. The next three preferred allocations of funds were to reduce the
long-term capital gains rate, eliminate or lessen the tax rate on
dividends, and repair or construct infrastructure, e.g., roads and
bridges. Respondents expressed less support for lower tax rates
or
more tax credits, or spending on social needs.
Those industrial and consumer/retail companies with the least
intemational activity strongly supported reducing the long-term
capital gains rate, possibly because of their greater domestic
invest-
ment; they were less supportive of educational spending.
Interna-
tionally oriented firms had by far the most interest in spending
on
social needs. The most international financial/banking
companies
strongly favored reducing taxes on dividends. This may result
from
a greater awareness that some other countries do not tax
dividends,
giving equity in those places an advantage.
D. Acquisitions and Capital Budgeting Decisions
When firms allocate funds to their divisions for capital invest-
ment, the principal criteria should reflect risk and return. As
shown
in Exhibit 8, the executives do seem to act consistently with this
theory of the firm's and shareholders' wealth maximization. The
most frequent reason given for allocating funds is "potential for
high
future returns." The next three reasons (average rating at least
three): "already established product lines," "high past retums,"
and
72. "good cost control," suggest either moderate or at least
predictable
risk, or high future retums. High past returns, however, are less
important to the most intemationally-oriented firms, possibly
be-
cause they compete in a more rapidly changing environment
where
past retums are less relevant.
It is interesting to note that the preferences of the CEO, Board
of
Directors, and major stockholders have little influence in
allocating
funds to the divisions. One would have to interpret this finding
guardedly, since the CEO and Board of Directors certainly have
some influence. In large firms, however, the capital budgeting
decision is often made at lower management levels.
A related question, which is really about capital budgeting on a
larger scale, concems the factors that affect acquisition
decisions.
The executives' rated responses, shown in Exhibit 9, again
reflect
a prudent lower-risk strategy. In all three sectors, the two most
important aims in choosing acquisitions are to expand existing
product lines (especially for the most intemational firms) and to
enlarge geographic markets (especially the least intemational
firms). The next most important factor, especially for the
industrial
and consumer/retail sectors, is movement into new but similar
product lines. The financial/banking and utilities sectors rate
this
i'actor considerably lower than do the other sectors, possibly
be-
cause regulation limits their movement into new areas. The only
other relatively important motivation is to acquire productive
73. capacity. The "other" factor, which is the highest rated, includes
increasing market share, as well as synergies which fit into one
or
several of the first four "expansion" responses.
The least important factors are in some ways the most notewor-
thy findings. The executives' decisions are not driven by market
undervaluation of a target's stock. This suggests either that they
believe in market efficiency or that other factors are dominant.
In
other words, the strategic fit is more important than the market's
valuation. The second interesting point is that tax factors are
not
important, a finding which highlights an old adage, "Never
make
an investment purely for tax reasons." The final point to note is
the
low interest in buying companies with dissimilar product lines.
Apparently, the executive respondents leave the more extreme
forms of portfolio diversification to investors and fund
managers.
Exhibit 8. Reasons for Giving Divisions Capital Budgeting
Eunds
Potential for High Future Returns
Already Established Product Lines
High Past Retums
Good Cost Control
Low Risk Investment
CEO's Preference
74. Less Competitive in Future
Currently Less Competitive Area
Board of Directors' Preference
Major Stockholders' Preference
lustrial
4.54
3.12
3.52
2.90
2.79
2.81
2.56
2.51
2.08
1.52
Consumer/
Retail
4.39
3.56
77. 2.90
2.69
2.61
2.53
1.96
1.47
PETRY AND SPROW -- INTERNATIONAL TRENDS AND
EVENTS 27
IV. Conclusion
Academic studies usually compare predictions from financial
theory with the actions of financial decision makers and their
effects
on firm value in the "real world." In this survey, although we
looked
at the correspondence between theory and the opinions of
financial
executives in 151 of the largest firms in the U.S., we also took a
more prospective approach. We were interested in how these
financial executives view current trends in the broader financial
world and how these trends are affecting their firms, both today
and
for the future. The degree of a firm's intemational exposure
does
seem to affect executives' opinions and decisions.
78. From the perspective of financial theory, many of the survey
findings reveal managers acting in the interest of shareholders,
and
accepting the criterion of market efficiency. On the issue of
increas-
ing leverage to ward off a takeover, however, as well as on a
few
others, the executives surveyed either indicate an agency
problem
or do not seem to follow the guideline of market efficiency. •
Exhibit 9. Importance of Factors in Choosing Acquisitions
Expansion of Existing Product Line(s)
Expansion of Geographic Markets
Expansion into New tnit Similar Product Lines
Expansion of Productive Capacity
Undervaluation of Target's Stock hy Market
Tax Factors
Expansion into Very Dissimilar Product Line(s)
histrial
4.29
3.51
3.65
81. 3.24
2.79
2.07
1.66
1.45
4.27
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