...CURRENT ISSUES IN EDUCATIONAL MANAGEMENT IN NIGERIA Edited by N. A. Nwagwu E. T. Ehiametalor M. A. Ogunu Mon Nwadiani A publication of the Nigerian Association for Educational Administration and Planning TABLE OF CONTENTS Preface and Acknowledgement …………………………….xi — xn SECTION 1: MANAGEMENT OF A FREE COMPULSORY SCHOOL SYSTEM 1 Chapter 1: Educational Management in Nigeria. ... ……..2-12 Prof. A. B. Fafunwa Chapter 2: Management of Free and Compulsory Education in Nigeria: Issues and Problems. ............ 13-23 Dr. M. S. Onwueme Chapter 3: Effective Management Strategies for a Free and Compulsory School System in Kwara State. 24-37 Dr. (Mrs.) A. T. Alabi Chapter 4: Effective Management of Schools for Compulsory Education. .. ... ... 38-47 Dr. Michael U. C. Ejieh Chapter 5: Management Demand of Universal Basic Education Programme.. ... ... 48-59 Dr. (Mrs.) R. O. Olubor and Dr. S. Unyimadu Chapter 6: Planning and Managing Universal Basic Education (UBE) at the Primary School Level in Cross River State………........ 60-70 Dr. Usang U. Bassey and Mrs. Ijeoma A. Archibong Chapter 7: Investigating Factors Influencing Primary School Pupils' Learning Achievement in Imo State... 71-90 Assoc. Prof. I. L Anukam iii SECTION 2: HUMAN RESOURCES...
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...Human Resource Management Ethical Dilemma: The Padding That Hurt Introduction: Ethics is basically the branch of the philosophy that deals with making a difference among right and wrong. In the business world the ethics have taken a essential place in this modern time and every successful corporation have a complete code of ethics that have to be followed by the management, workers and other stakeholders of the company. Ethical behavior in the workplace make it a perfect place for the people working there without any discrimination and this ethical behavior is the main cause of the successful running of the businesses in all parts of the world. In the workplace the ethics includes the integrity, team work, sense of responsibility, commitment, behavior etc that are considered essential for the work. The ethics no doubt is the crucial part of the workplace but at the same time the business corporations facing various kinds of the ethical issues like the harassment of different kinds, frauds, lack of commitment and sense of responsibility, discrimination and many other forms of the unethical behavior seen in the work place in the modern time. The current case is also linked to the unethical behaviors that need to be fixed on time to save the company from the huge financial expenses. The unethical behaviors that are identified in the current scenario are the financial frauds, lack of sense of responsibility and discrimination that results in a lot of expenses from the very trusted...
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...of increase business activity over the next decade. With the expectation of increase business, management has assigned the payroll department with the task of implementing payroll best practices in order to transform into an efficient high performance team. The payroll department must thoroughly examine existing practices and choose how to best achieve the vision that management has set for them. Payroll must also identify other issues that happen as a result of this project and recommend solutions to these issues. This report will examine the importance of benchmarking with best practices. The issues brought forward by management will be prioritized, benchmarked, analyzed and alternatives and a recommendation will also be proposed. Lastly, recommendations for expanding the role of the payroll department within the organization will be made. Assumptions: NutriGrow’s head office will be in Manitoba Management and other departments are supportive of all recommendation Financial support is available for all recommended changes NutriGrow receive go ahead from CAW Union to switch employees to direct deposit Current Legacy Payroll Software is outdated but it works IT can handle any issues with respect to upgrades and regular maintenance of any new system Issues Based on information provided in the case study there are several identifiable issues, which will ultimately restrain...
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...Update Status: (amendment number), on (date) TABLE OF CONTENTS Executive Summary Section Page 1. Strategic Focus 2. The Business 3. Market Analysis 4 Products 5 Marketing 6 Research and Development 7 Production and Delivery 8 Supply Chains 9 Business Systems and Processes 10. Stakeholder Relationships and Alliances 11. Organisational and Management 12 Environmental and Social Impacts 13 Risk Factors and Regulatory Compliance 14 Corporate Governance 15 Financials 16 Application of Investment Funds 17 Strategic Action Plan 18 Plan Improvement Appendices: 1. 2. 3. Some Thoughts on Writing this Plan before We Start • Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers • Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' or over-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation • Keep the plan 'tight'; ensure it remains concise, balanced, clear and logical. Where possible use quantitative rather than qualitative information. Remember the KISSS approach to planning; keep it simple, short and specific. Interlink all Sections, with the Market Analysis providing a clear focus for all subsequent sections...
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...Institutes 10 September 2004 1 Introduction 1 2 Purpose of this guide 2 3 Key elements of workforce planning programs 2 4 Implementation guidelines 3 4.1 Consider the broader context 3 4.2 Identify your future business direction and workforce needs 4 4.3 Know your current workforce 6 4.4 Bridge the gap – identify and address your workforce issues 8 4.5 Provide a sound basis for effective implementation 9 5 WORKFORCE PLANNING CHECKLIST 10 5.1 Key considerations for effective workforce planning 10 6 UNDERPINNING KNOWLEDGE FOR WORKFORCE PLANNING 12 Introduction Workforce planning is the continuous process of ensuring that the right people are in the right place at the right time, in order to accomplish the organisation’s mission now and into the future. Its fundamental purpose is to align and integrate the organisation’s workforce with its strategic goals and objectives. The degree to which the organisation has the appropriate skills, the correct numbers and the right talent mix to achieve its mission in a dynamic external environment will be crucial to its continued success. It is also about the sound management of human capital processes, including recruitment, retention, development, redeployment, and retirement planning for minimal loss of knowledge. Workforce planning can assist TAFE Institutes anticipate the staffing and skill requirements of the changing VET environment. This is essential...
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...Information Technology Gaps Analysis and Recommendations Project Analysis An analysis of current technology and recommendations for new or enhanced IT systems is required for XXXto accomplish our business strategy goals. This project will identify gaps in our current technology and provide an integrated technology recommendation for closing the gaps to support the business in achieving its strategic objectives. The project will align our current infrastructure and systems to business functions and growth strategies in order to identify the technology gaps that will provide the greatest return on investment (ROI). It will prioritize technology gaps and provide system recommendations to ensure the recommendations align and are sequenced with the required initiatives needed to support the strategic building blocks that have been identified by the lines of business. For example, we have a strategy to develop and international and domestic market campaign to increase racing exhibition and sponsorship, and bike sales by increasing brand awareness. This can only be accomplished if our business has IT services in place that support the marketing campaign such as, an integrated customer management and web portal system that delivers the needed capabilities to accept orders and provide social media marketing capabilities to entice bicycle enthusiasts. This project will also focus on analyzing the infrastructure and systems needed to support the projected growth so that the organization...
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...asia------------------------------------------------- the AirAsia Company strategic management: “ How AirAsia can be a leader in the lowest cost carrier in the airplane industry” August 31, 2009catatanraufmenduniaLeave a commentGo to comments 1.0 Introduction “Without a strategy the organization is like a ship without rudder, going around in circles”. (Joel Ross and Michael Kami) Nowadays, the competition among airplane industries is very tough. According to Daniel Chan (2000), with just about two years to go to the turn millennium, air wars over Asia are hotting up, with some of the world’s biggest airlines engaged in intense over Asian skies[1]. Each Of Airplanes Company in the world trying to conduct some strategies to compete with another competitor in their industry. A lot of airplane companies come out with different strategies to make their company better than their competitors. To compete with their competitor in the business environment, a company needs to make a strategy to achieve their long terms objective and can be successful for doing their business. Moreover, to be successful in their long terms objective and their business, company need to identify their strategic management, because with good strategic management company can be achieving their vision and mission to achieve the successfulness in their business. Regarding this issues, the strategic management becomes important due to the following reason such as globalization to survival their business, and...
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...Update Status: (amendment number), on (date) TABLE OF CONTENTS Executive Summary Section Page 1. Strategic Focus 2. The Business 3. Market Analysis 4 Products 5 Marketing 6 Research and Development 7 Production and Delivery 8 Supply Chains 9 Business Systems and Processes 10. Stakeholder Relationships and Alliances 11. Organisational and Management 12 Environmental and Social Impacts 13 Risk Factors and Regulatory Compliance 14 Corporate Governance 15 Financials 16 Application of Investment Funds 17 Strategic Action Plan 18 Plan Improvement Appendices: 1. 2. 3. Some Thoughts on Writing this Plan before We Start • Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers • Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' or over-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation • Keep the plan 'tight'; ensure it remains concise, balanced, clear and logical. Where possible use quantitative rather than qualitative information. Remember the KISSS approach to planning; keep it simple, short and specific. Interlink all Sections, with the Market Analysis providing a clear focus for all subsequent sections...
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...(name), (position), on (date) Update Status: (amendment number), on (date) TABLE OF CONTENTS Executive Summary Section Page 1. Strategic Focus 2. The Business 3. Market Analysis 4 Products 5 Marketing 6 Research and Development 7 Production and Delivery 8 Supply Chains 9 Business Systems and Processes 10. Stakeholder Relationships and Alliances 11. Organisational and Management 12 Environmental and Social Impacts 13 Risk Factors and Regulatory Compliance 14 Corporate Governance 15 Financials 16 Application of Investment Funds 17 Strategic Action Plan 18 Plan Improvement Appendices: 1. 2. 3. Some Thoughts on Writing this Plan before We Start • Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers • Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' or over-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation • Keep the plan 'tight'; ensure it remains concise, balanced, clear and logical. Where possible use quantitative rather than qualitative information. Remember the KISSS approach to planning; keep it simple, short and specific. Interlink all Sections, with the Market Analysis providing a clear focus for all subsequent sections. • Focus...
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...April 15, 2013 Management Planning As today’s leading energy company, British Petroleum, PLC (BP) has been thriving to satisfy the investors with legal, ethical, and social responsibility issues as a corporation while protecting employees and environment. The global economy has been fluctuating rapidly since the last tragic incident that happened in 2010; therefore, now is the time to evaluate the organization’s management planning function, analyze the influence that have had on management planning at BP, and analyze the factors that influence the company’s strategic, tactical, operational and contingency planning. Planning Function of Management The board of directors have played valuable role in both planning and decision making process at BP since the incident in 2010. Although BP had fully engaged to solve the issues from the incident by using top level skills and taking appropriate measures, the lesson BP learned was, in such a painful manner, that there are substantial financial risk accompany poor decisions and planning which was losing $30 billion, according to Marianne M. Jennings (Jennings, 2010). Therefore, BP plc is adopting a new basic planning process that was introduced by Bateman and Snell: situational analysis, alternative goals and plans, goal and plan evaluation, goal and plan selection, implementation, and monitor and control that moves not just in one direction, but in a cycle (Bateman & Snell, 2011). As top management of BP, board of directors...
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...| |DR. DHIAA SHAMKI |C & F |3.07 |3740 |dhiaashamki@uum.edu.my | 1.0 SYNOPSIS This course is an advanced level course focusing on financial accounting theory; and as such, it differs from other accounting courses learnt previously. It is designed to further enhance students’ understanding of the concepts and issues in accounting theory and practices. This course involves the study of the practical and theoretical issues involved in the development, implementation and changes in accounting theories and regulatory framework. As this course will be seminal-like, this course will provide students with some generic skills required in the accounting profession such as team working, interaction, leadership, follower-ship, critical and creative thinking skills, decision making skills, analytical skills, communication skills as well as professional demeanor. 2.0 OBJECTIVES Upon completion of this course, students are expected: 2.1 to understand the principles, concepts and issues in accounting theory, financial accounting theory and reporting practices, 2.2 to critically evaluate the development in theoretical and regulatory framework of accounting reporting practices, 2.3 to appreciate the importance of research in understanding accounting practices in relation to accounting theory, and 2.4 to be aware...
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...(Sample Case Examination) Strategic Issues Upgrade existing properties to attract more business travellers Purchase Calgary hotel Exercise option on land in Montreal and build conference centre or sell the land Providing additional in-room services Operational Issues Budgeting and financing relating to upgrading the existing properties, buying the Calgary property, or building the conference centre Training related to improving services in upgraded hotels Various issues associated with Calgary hotel being considered for purchase Occupancy rates lower than benchmark hotels suggesting image management issues at existing properties Ethical and control issues within the current operations and the possible Calgary purchase Lack of independence in current board Opening a new warehouse to serve the Ontario and Quebec stores Lack of independence in current board Cash flow issues caused by need to repay loan to shareholder Succession planning Budgeting relating to offering new products Budgeting relating to opening new stores Inventory valuation for financial reporting Various ethical issues relating to operating the current stores Lack of incentive compensation systems Concepts/Tools Examined Net present value CCA analysis Mark to market financial accounting issues Profit analysis Opportunity cost Financing Asset valuation Restrictive covenant in current financing agreement Financial statement (ratio) analysis HR issues relating to implementing performance...
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...The owners, Synamex Effects Limited From: CGA, Controller, Synamex Effects Limited Date: March 16, 2015 Re: Current risks and issues of Synamex Effects Limited As per your request, I have presented my thoughts and suggestions on the current risks and issues of SEL, the three accounting packages, and the key steps required for initial public offering (IPO). Current risks and issues of SEL Foreign exchange risk The sales in the U.S. market segment have been growing and accounted for 25% of total revenue. In addition, the recent contract with the Los Angeles studio is chosen to purchase some of the materials in California, which has exposed SEL to foreign exchange risk. This risk could be eliminated by using natural hedging with purchases from U.S. suppliers. It could be mitigated by using hedging strategies, such as swaps, forwards and options. Financial management issue As owners, I understand the importancy of developing new ideas and testing prototypes, which are considered to be part of SEL’s competitive advange. However, it is also crucial to focus on financial management and to engage on long-term strategies to emphasize on the going-concern. Contract pricing issue The three contracts accepted earlier this year suggest the current pricing scheme does not provide sufficient revenue to cover the relevent expenses. Project cost management is critical to serve as a basis to measure cost and productivity of each project. Therefore, the IT systems should...
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...INTRODUCTION: Project Status Reports | The status report formats/examples start on page 3What This IsFive different formats and types of status information that can be used to summarize and communicate project status to the team and Management. * Document formats to capture status on one page and easily hand out, post, or email. * Simple 3-slide set for presenting top-level status to management in meetings * One-page format for summarizing status on multiple projects. Why It’s Useful Regular status reports help ensure that the team has clear visibility to the true state of a project and that Management stays properly informed about project progress, difficulties, and issues, by periodically getting the right kinds of information from the project manager. Frequent communication of project status and issues is a vital part of effective project risk management.The reports should let management know whether the project is on track to deliver its outcome as planned, and must highlight to management any place where their decision-making or direct help is needed.How to Use It 1. Review the included status report formats and select the one that seems most appropriate for your needs, or create your own hybrid. 2. In communication planning with your team and stakeholders during the project front-end, decide on the initial period for the status report and who should receive it. This can be documented in your Communications Plan. 3. Decide on appropriate definitions...
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...decision, and the message headlined in all the media reports of the decision. What is equally significant for directors is what doesn't appear in the newspaper headlines – issues such as: * do directors have to be accounting standard gurus? * how do directors spot the ticking bomb buried deep in a massive board pack? Background ASIC argued that Centro's directors had breached their duties under sections 180 and 344 of the Corporations Act, because its 2007 annual accounts had not complied with the Corporations Act and the accounting standards: * the accounts had misclassified a number of borrowings as non-current liabilities when they were actually current; * just after the end of the 2007 financial year, Centro had given some guarantees as part of a transaction. ASIC argued that this was a material post balance date event and so should have been disclosed in the annual report; and * the board had not ensured that the CEO and CFO had provided the declaration of compliance required by section 295A. Misclassification of current liabilities as non-current Centro's 2007 annual accounts had misclassified a number of borrowings as non-current liabilities when they were actually current. The directors argued that they could not be expected to know that the liabilities in question were current liabilities within the meaning of the relevant accounting standards. Among other things, they pointed out that: * there had just been a change in the relevant accounting...
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