...Chapter 1 (10-11 questions): * How do we “know” what we know about OB? (7 questions) * OB: A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations. * Method of Experience: Holding firmly to a belief because it’s consistent with my experience and observations * Method of Intuition: Holding firmly to a belief because it “just stands to reason”---it seems obvious or self-evident * Method of Authority: Holding firmly to a belief because some respective official, agency, or source has said it is so. * Method of Science: Accepting some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods * Theory: A collection of assertions—both verbal and symbolic—that specify how and why variables are related, as well as the conditions in which they should (and should not) be related * Tells a story and supplies the familiar who, what, where, when, and why elements found in any newspaper or magazine article * Hypotheses: Written predictions that specify relationships between variables * Integrative model of OB (2 questions) * Building a conceptual argument (1 question) * Resource based view states that Rare and inimitable resources are drivers of resource value increase Chapter 2 (12 questions): Many organizations identify task performance behaviors...
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...6&7 – Variance analysis Variance analysis: Reason for variance: 1.Price/rate/spending variances: Standard is out of date; Standard set without due care; Efficient or inefficient buying (e.g., discounts); Buying different quality material from standard; Buying materials from a non-usual source due to urgency; Utilising different labour from standard; Price changes due to economic conditions; scarcity of supplies; Choosing to incur additional discretionary fixed costs; More (or less) overtime hours used than budgeted. 2. Efficiency/usage/quantity variances: Standard is out of date, set without due care; Inefficient use of material/labour, deliberate or otherwise; Poor supervision/equipment/maintenance.Changes in the production process.Learning period associated with process changes.Efficiencies from different quality of material or labour from standard; More efficient manufacturing than expected in the standard; Materials not being available causing idle time; Poor production scheduling; Industrial disputes; Materials not properly recorded in and out of storeroom. 3.Fixed overhead volume: Standard is out of date; Standard set without due care, i.e. poor estimation of denominator activity; Any occurrence causing the firm to produce a number of units different from budgeted production. Standard costing is an acceptable method of valuing inventories under AASB102 provided the following requirements satisfied: results approximate actual ; normal levels of materials, labour, efficiency...
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...40 SU 1: Strategic and Operational Roles of Internal Audit QUESTIONS 1.1 Change Management 1. An organization's management perceives the need to make significant changes. Which of the following factors is management least likely to be able to change? A. The organization's members. B. The organization's structure. C. The organization's environment. D. The organization's technology. Answer (C) is correct. REQUIRED: The factor management is least likely to be able to change. DISCUSSION: The environment of an organization consists of external forces outside its direct control that may affect its performance. These forces include competitors, suppliers, customers, regulators, climate, culture, pol technological change, and many other factors. The members are a factor that managers are clearly Answe~(A) is incorrect. factor that managers are incorrect. The organiz I are clearly able to change. organization's technology' able to change. 2. Lack of skills, threats to job status or security, and fear of failure all have been identified as reasons that employees often A. Want to change the culture of their organization. B. Are dissatisfied with the structure of their organization. . C. Are unable to perform their jobs. D. Resist organizational change. Lack of skills, threats to job status or re inhibit changes in the culture of the (8) is incorrect. Lack of skills, threats to job status . rity, and fear of failure are not symptoms of dissatistacjion with the structure of the organization...
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...Bruce G. Taylor, and Bruce E. Kubu With contributions by Eugene Glover, John Anderson, Paul Snabel, Chuck Wexler, Rachael Bambery, Nathan Ballard, Anthony Bellero, David Prothero, Willie Marsh, Mike Schroeder, Mike Taylor, Greg Maultsby, Donnie Gilley and Dave Kier Police Executive Research Forum 1120 Connecticut Ave., N.W., Suite 930 Washington, D.C. 20036 Jan 16, 2009 Report Outline Section Executive Summary Chapter 1: Overview / Introduction Chapter 2: Technology and Law Enforcement: An Overview of Applications, Impacts, and Needs Chapter 3: The PERF Technology Needs Assessment Survey Chapter 4: The PERF-Lockheed Martin Law Enforcement Future Technologies Workshop Chapter 5: Conclusions and Next Steps Pages 3-9 10-11 12-32 33-47 48-64 65-73 Appendix A: References Appendix B: The PERF Technology Needs Assessment Survey Appendix C: Survey Technology Term Definitions Appendix D: Responding Agencies (PERF Survey) Appendix E: Supplementary Survey Tables Appendix F: List of Workshop Attendees 74-79 80-91 92-98 99-102 103-124 125-127 2 Technology and Law Enforcement: Future Technologies to Address the Operational Needs of Law Enforcement EXECUTIVE SUMMARY Background The effects of technology can be seen in almost all aspects of modern life, and law enforcement is no exception. The field of law enforcement has been altered by technology in many important ways. One need only consider that the primary police strategy of the latter part of the 20th Century—motorized...
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...Abstract This paper studies the effect of managerial ownership on performance and the determinants of managerial ownership for small and medium-sized private companies. We use a panel of around 1300 firms in the German business-related service sector for the years 1997-2000. Managerial ownership up to around 80 per cent has a positive impact on firm performance (incentive effect); for higher shares the effect becomes negative (entrenchment effect). Moreover, risk-aversion of managers and signalling of f rm quality leads to a non- linear i relationship between managerial ownership and the risk exposure of a firm. The determinants of performance and ownership are estimated simultaneously. JEL Classification: G32; C23 Keywords: corporate governance, managerial ownership, firm performance, small and medium-sized enterprises. This paper was produced as part of the Centre’s Labour Markets Programme Acknowledgements We thank Bernd Fitzenberger, Steve Nickell and Marcia Schafgans for helpful discussions and Irene Bertschek, Dirk Czarnitzki, Ulrich Kaiser and Joachim Winter for useful comments. All remaining errors are our own. Elisabeth Mueller is a member of the Centre for Economic Performance, London School of Economics. Contact: E.Mueller@lse.ac.uk. Alexandra Spitz is a member of the Centre for European Economic Research (ZEW), Research Group Information and Communication Technologies, PO Box 103443, 68034 Mannheim, Germany. Contact: spitz@zew.de Published by Centre for Economic...
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...Summaries Management Control ------------------------------------------------- Session 1: Chapters 1,2,3 & 4 Chapter 1 Management and control Management control – all devices or systems managers use to ensure that behaviors and decisions of their employees are consistent with the organizations objectives and strategies (MCS) * Back end of management process * Involves managers taking steps to help ensure that employees do what is best for the org. Primary function of MC: to influence behaviors in a desirable way Benefit of MC: increased probability that organization’s objectives will be achieved Addressing types of problems: theft, fraud, unintentional error, etc Disadvantageous of MC: suppress initiative, creativity and innovation Control System: 1) Strategic Control – Is our strategy (still) valid or do we need to change it and if, how? Focus on the external tools. Management Control – Are our employees likely to behave accordingly? (do they understand what’s expected, and are they capable and willing to do so, if not how can we change it?) Focus on the internal mechanism. Causes of MC problems and needs for control: Can happen in any kind of combination simultaneously Can happen in any kind of combination simultaneously 1. Lack of direction – some employees perform poorly simply because they do not know what the organization wants form them. Management control therefore involves informing employees. 2. Motivational problems – individuals...
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...will be held on Wednesday 20 November 2013 at 11.00am (Melbourne time) in Mural Hall. Mural Hall Level 6, Myer Melbourne Store Bourke Street Mall Melbourne VIC 3000 Myer Holdings Limited ABN 14 119 085 602 Front cover image: JAG Handbags – Melbourne City Store Right: MAC Cosmetics – Melbourne City Store Improve customer service Enhance our merchandise offer PA G E 0 8 PA G E 1 1 Strengthen our loyalty offer PA G E 1 3 Build a leading omni-channel offer Optimise our store network PA G E 1 6 PA G E 1 4 Contents 02 About Myer 04 Report by Chairman Joint and Chief Executive Officer 06 Operating and Financial Review 18 Sustainability 24 26 28 40 47 Board of Directors Management Team Corporate Governance Statement Directors’ Report Remuneration Report 66 Financial Report 112 Auditor’s Independence Declaration 113 Independent Auditor’s Report 115 Shareholder Information IBC Corporate Directory 02 MYER Annual Report 2013 66 brands which are owned or licensed and distributed exclusively by Myer, known as ‘Myer Exclusive Brands’. Our vertically-integrated Myer Exclusive Brand model of managing the design, development and sourcing of wanted brands provides us with significant control and flexibility. This model, together with our two sourcing offices in Asia, our world-class supply chain, and updated IT and merchandise systems, delivers speed to market and effective inventory...
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...from scientific research I ‘_ Marries fundamental analysis and financial statement analysis – Exploits accounting as a system for measuring value added – Exposes good (and “bad”) accounting from a valuation perspective L Financial Statement Analysis and Security Valuation • • • Integrates financial statement analysis with corporate finance Focuses on technologies that can be used in practice – Based on real world examples Adopts activist point of view to investing – The market may be inefficient 0-1 What Will You Learn from the Course Part I Financial statements and valuation Ch. 1-7 • How intrinsic values are calculated • What determines a firm’s value • How businesses are analyzed to assess the value they create • How financial analysis is developed for strategy and planning • The role of financial statements in determining firms’ values • How to pull apart the financial statements to get at the relevant information • How ratio analysis is employed in valuation • How growth is analyzed and valued • How to calculate the P/E and P/B ratio and what they should be • The value of operations • How to make forecasts and develop valuations • How to assess the quality of the accounting 0-2 _c I- By the end of the course, students should be able to develop earnings forecasts and then use the forecasts to value equity and form investment recommendations, much the same as what financial analysts do in the market. Microsoft Corporation MSI-T lNa=d~1l...
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...Annales Universitatis Apulensis Series Oeconomica, 11(2), 2009 639 THE PERFORMANCE MANAGEMENT IN PUBLIC INSTITUTIONS OF HIGHER EDUCATION AND THE ECONOMIC CRISIS Rodica Gherghina 1 Florin Văduva 2 Mirela Anca Postole 3 ABSTRACT: The need to reduce public spending in the developin g process and funding of public services has led to the introduction of performance indicators in the public institutions. Moreover, the need to optimize the educational activity, the implementation of an efficient management, insuring the quality and the compatibility of the e ducational systems has led to numerous investigations in this area by adopting, as a theor etical reference framework some organizational models to explain the functionality of the educatio nal system and to define a performance appraisal system. Each model generated by default a certain p hilosophy regarding the evaluation methods of the institutional performance, design and use of th e performance indicators on education institutions . Key words: economic crisis, performance, indicators , education JEL codes: I21, H52 Introduction Changes in higher education in Romania, just as thr oughout Europe and elsewhere, were as many and radical as they were continuous. Since the early 1990s, the first private universities were established in Romania and the number of public uni versities, of the faculties or of the new curriculum...
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...CHAPTER ONE INTRODUCTION 1.1 BACKGROUND TO THE STUDY The experience of business failure and financial scandals around the world brought about the need for good governance practices. The United States of American, Brazil, Canada, Germany, France, England, Nigeria all witnessed financial failures in the 90s and in the recent periods. This view was supported by Bell et al (2000), that the last 20 years witnessed several bank failures throughout the world. Financial distresses in most of these countries were attributed to a high incidence of non – performing loans, weak management and poor credit policy. In the view of Omankhanlen (2011), the development was said to have reflected the deterioration in the quality of credit facilities, coupled with the ongoing reclassification of bank assets. The banking institution occupies a vital position in the stability of the nation’s economy. It plays essential roles on fund mobilization, credit allocation, payment and settlement system as well as monetary policy implementation. Management is expected to exhibit good governance practices to ensure achievement of it objectives and avoid the consequences of failure leading to loss of confidence. This view was supported by Wilson (2006) that poor corporate governance can lead market to lose confidence in the inability of a bank to properly manage it assets and liability, including deposits which could in turn trigger a bank liquidity crisis. Oluyemi (2005) considered corporate governance...
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...Sustainable Export Marketing Strategy Fit and Performance Athina Zeriti, Matthew J. Robson, Stavroula Spyropoulou, and Constantinos N. Leonidou ABSTRACT Despite the growing global importance o f sustainability issues, scant research has examined marketing strategy sustain ability issues in international settings. Although significant prior work has examined drivers and performance conse quences o f adaptation/standardization o f marketing strategies in international markets, researchers have yet to apply this avenue o f inquiry to sustainable marketing strategies. Building on contingency theory and the concept o f strategic fit, the authors develop a model o f drivers o f sustainable export marketing strategy adaptation and explore the circum stances under which such a strategy affects export performance. Using a sample o f U.K. exporters, they find that vari ous macro- and microenvironmental factors are responsible for sustainable export marketing strategy adaptation, which shapes the nature o f sustainable export marketing strategy fit and its export venture performance outcomes. The results indicate that sustainable export marketing strategy adaptation is the outcome o f the differences between home and export markets in terms o f economic and technological conditions, competitive intensity, customer characteristics, and stakeholder pressures. Moreover, the performance relevance o f sustainable export marketing strategy adaptation requires adequate fit with...
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...SEMESTER 2 2011 CPA 118 ETHICS AND GOVERNANCE CPA - ETHNIC SEMESTER 2 2011 MODULE 1 ACCOUNTING AND SOCIETY 1.05 1.05 Part A: Ineraction with society Depictions of A/cting Depiction Defeating depictions defeat Fig 1.1 new bean counter How to become professional? 3 aspects 1.06 Recruiting the best Beard(1994),Smith and Briggs(1999) and Simnik and Felton(2006) Friedman& Lyne(2001);Albrecht and Sack(2000);Coate et al.(2003) Jeacle: colourful accountant linked to corporate collapses 1.07 Moral agency Biddle(2006) Value creation - key to maintain high standards Moral agent - refer to individual making moral judgement for others Moral agent theory based on concept " act appropriotely and professionally" 1.08 Technical functions and social impact Understanding A/cting A/cting defination - Macquarie Dictionary - Technical practice - bookkeeping Not Prefect def - AAA(American A/cting Association) -communication skill… 1.09 Social impact of A/cting + impact - based on historic A/cting info professional capabilities - technical knowledge,soft skill & experience 1.10 Social impact example - A/cting and the GFC "mark-to market" Lonergan (2009) - if A/cting causative factor in GFC 2008/2009 1.11 Q 1.1 Logergan 'standard setters'slow reaction only cause GFC ? NO How wisdom come out? - experience /knowledge Distinguishing feature - building relevant wisdom over time Parker et al. (1989) - induce other behaviour Miller(1994) - intrinsically and inredeemable social impact IMPACT Macro level:...
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...Chapter 8 – Developing a brand equity measurement and management system * Indirect approach: assess potential sources of CBBE by identifying and tracking consumers’ brand knowledge. * Direct approach: assess the actual impact of brand knowledge on consumer response to different aspects of the marketing program. * Brand equity measurement system: set of research procedures designed to provide marketers with timely, accurate, and actionable info about brands so they can make the best possible tactical decisions in the short run and strategic decisions in the long run. * New accountability- return of marketing investment. * Measuring the long-term value of marketing in terms of both its full short term and long-term impact on consumers is crucial for accurately assessing ROI. Brand Audits * Brand audit: a comprehensive examination of a brand to discover its sources of brand equity. Assesses the health of the brand, and suggests ways to improve and leverage its equity. * 2 steps in a brand audit: brand inventory and brand exploratory. * Marketing audit: comprehensive systematic, independent and periodic examination of a company’s marketing environment, objectives, strategies, and activities with a view of determining problem areas and opportunities and recommending a plan of action to improve the company’s marketing performance. * Brand inventory: provides a current profile of how all the products and services sold by a company are marketed...
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...SEMESTER 2 2011 CPA 118 ETHICS AND GOVERNANCE MODULE 1 ACCOUNTING AND SOCIETY 1.05 1.05 Part A: Ineraction with society Depictions of A/cting Depiction=描述 Defeating depictions defeat =挫败 Fig 1.1 new bean counter How to become professional? 3 aspects 1.06 Recruiting the best Beard(1994),Smith and Briggs(1999) and Simnik and Felton(2006) Friedman& Lyne(2001);Albrecht and Sack(2000);Coate et al.(2003) Jeacle: colourful accountant linked to corporate collapses 1.07 Moral agency Biddle(2006) Value creation - key to maintain high standards Moral agent - refer to individual making moral judgement for others Moral agent theory based on concept " act appropriotely and professionally" 1.08 Technical functions and social impact Understanding A/cting A/cting defination - Macquarie Dictionary - Technical practice - bookkeeping Not Prefect def - AAA(American A/cting Association) -communication skill… 1.09 Social impact of A/cting + impact - based on historic A/cting info professional capabilities - technical knowledge,soft skill & experience 1.10 Social impact example - A/cting and the GFC "mark-to market" Lonergan (2009) - if A/cting causative factor in GFC 2008/2009 1.11 Q 1.1 Logergan 'standard setters'slow reaction only cause GFC ? NO How wisdom come out? - experience /knowledge Distinguishing feature - building relevant wisdom over time Parker et al. (1989) - induce other behaviour Miller(1994) - intrinsically and inredeemable social impact IMPACT Macro level: all types of business...
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...Cheaper and Better Managing and Cutting Costs – Intelligently 2 COST LEADERSHIP A Challenging Base Case Indiv idual Accountability Persistence A Continuous Improv ement Culture Short Timef rames Feedback Loops Strategic Skepticism Top Team: Finance Top Team: Human Resources Role Models Toolkit – Cost Leadership 3 TECHNIQUES AND TACTICS Understanding Cost Dy namics Management Accounts and Metrics Bang f or Buck Slice and Dice Understanding Natural Cost Trends Cash Cost Not P&L Cost Best Practice (and Lev el Play ing Fields) Competitiv e Analy sis Toolkit – Techniques and Tactics 4 PEOPLE Why Is People Cost So Problematic? Hiring Pay ing Technology and Productiv ity Firing Managing the Av erage Perf ormer Minimizing the Core Organization Toolkit – People 5 SUPPLIERS Who Manages Supplier Costs? Understand the Balance of Power Consolidate to Fewer Better Suppliers Negotiate Intelligently Don’t Get Locked In Manage Total Cost of Ownership Get Tough on the Costs of Serv ices Toolkit – Suppliers 6 COST CUTTING CASE STUDY Month 1 Month 2 Month 3 Month 4 7 WIRED AND GLOBAL The Internet Globalization Toolkit – Wired and Global 8 LATERAL THINKING Indirect Cost Generators Let the Customers Do the Work Cost into Rev enue Toolkit – Lateral Thinking 9 COST MANAGEMENT AS STRATEGY Deliv ering Value v ia Acquisitions Underpinning Pricing Strategies Discov ering More New Growth Opportunities Creating...
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