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managers (MM)</title> <meta name="description" content="Search results for: middle managers (MM)"> <meta name="keywords" content="middle managers (MM)"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="middle managers (MM)"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 2850</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: middle managers (MM)</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2850</span> Autonomy in Healthcare Organisations: A Comparative Case Study of Middle Managers in England and Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maryam%20Zahmatkesh">Maryam Zahmatkesh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Middle managers form a significant occupational category in organisations. They undertake a vital role, as they sit between the operational and strategic roles. Traditionally they were acting as diplomat administrators, and were only in power to meet the demands of professionals. Following the introduction of internal market, in line with the principles of New Public Management, middle managers have been considered as change agents. More recently, in the debates of middle managers, there is emphasis on entrepreneurialism and enacting strategic role. It was assumed that granting autonomy to the local organisations and the inception of semi-autonomous hospitals (Foundation Trusts in England and Board of Trustees in Iran) would give managers more autonomy to act proactively and innovatively. This thesis explores the hospital middle managers’ perception of and responses to public management reforms (in particular, hospital autonomy) in England and Iran. In order to meet the aims of the thesis, research was undertaken within the interpretative paradigm, in line with social constructivism. Data were collected from interviews with forty-five middle managers, observational fieldwork and documentary analysis across four teaching university hospitals in England and Iran. The findings show the different ways middle managers’ autonomy is constrained in the two countries. In England, middle managers have financial and human recourses, but their autonomy is constrained by government policy and targets. In Iran, middle managers are less constrained by government policy and targets, but they do not have financial and human resources to exercise autonomy. Unbalanced autonomy causes tension and frustration for middle managers. According to neo-institutional theory, organisations are deeply embedded within social, political, economic and normative settings that exert isomorphic and internal population-level pressures to conform to existing and established modes of operation. Health systems which are seeking to devolve autonomy to middle managers must appreciate the multidimensional nature of the autonomy, as well as the wider environment that organisations are embedded, if they are about to improve the performance of managers and their organisations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=autonomy" title="autonomy">autonomy</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20organisations" title=" healthcare organisations"> healthcare organisations</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20managers" title=" middle managers"> middle managers</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20public%20management" title=" new public management"> new public management</a> </p> <a href="https://publications.waset.org/abstracts/53964/autonomy-in-healthcare-organisations-a-comparative-case-study-of-middle-managers-in-england-and-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53964.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">310</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2849</span> Middle-Level Management Involvement in Strategy Process, and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mazyar%20Taghavi">Mazyar Taghavi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research examines middle-level managers’ involvement in strategy process in 15 manufacturing and service companies in Iran. We considered two dominant theoretical arguments for expecting a positive association. According to the first direction involvement improves organizational performance by improving the quality of strategic decisions. According to the second track, middle managers contribute to increased levels of performance through strategic consensus among them. Results indicate that involvement in the strategy is related to organizational performance. Involvement is associated with consensus (i.e. strategic understanding and commitment) among middle-level managers. However, findings indicate that consensus is not related to the organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=middle-level%20management" title="middle-level management">middle-level management</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20process" title=" strategy process"> strategy process</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20consensus" title=" strategy consensus"> strategy consensus</a> </p> <a href="https://publications.waset.org/abstracts/19006/middle-level-management-involvement-in-strategy-process-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19006.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">439</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2848</span> Navigating through Uncertainty: An Explorative Study of Managers’ Experiences in China-foreign Cooperative Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Qian%20Wang">Qian Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Haibo%20Gu"> Haibo Gu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To drive practical interpretations and applications of various policies in building the transnational education joint-ventures, middle managers learn to navigate through uncertainties and ambiguities. However, the current literature views very little about those middle managers’ experiences, perceptions, and practices. This paper takes the empirical approach and aims to uncover the middle managers’ experiences by conducting interviews, campus visits, and document analysis. Following the qualitative research method approach, the researchers gathered information from a mixture of fourteen foreign and Chinese managers. Their perceptions of the China-foreign cooperation in higher education and their perceived roles have offered important, valuable insights to this group of people’s attitudes and management performances. The diverse cultural and demographic backgrounds contributed to the significance of the study. There are four key findings. One, middle managers’ immediate micro-contexts and individual attitudes are the top two influential factors in managers’ performances. Two, the foreign middle managers showed a stronger sense of self-identity in risk-taking. Three, the Chinese middle managers preferred to see difficulties as part of their assigned responsibilities. Four, middle managers in independent universities demonstrated a stronger sense of belonging and fewer frustrations than middle managers in secondary institutes. The researchers propose that training for managers in a transnational educational setting should consider these discoveries when select fitting topics and content. In particular, middle managers should be better prepared to anticipate their everyday jobs in the micro-environment; hence, information concerning sponsor organizations’ working culture is as essential as knowing the national and local regulations, and socio-culture. Different case studies can help the managers to recognize and celebrate the diversity in transnational education. Situational stories can help them to become aware of the diverse and wide range of work contexts so that they will not feel to be left alone when facing challenges without relevant previous experience or training. Though this research is a case study based in the Chinese transnational higher education setting, the implications could be relevant and comparable to other transnational higher education situations and help to continue expanding the potential applications in this field. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=educational%20management" title="educational management">educational management</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20manager%20performance" title=" middle manager performance"> middle manager performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transnational%20higher%20education" title=" transnational higher education"> transnational higher education</a> </p> <a href="https://publications.waset.org/abstracts/112573/navigating-through-uncertainty-an-explorative-study-of-managers-experiences-in-china-foreign-cooperative-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/112573.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">163</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2847</span> Examining the Influence of Organisational Culture on Middle Leadership in Primary Schools in Saudi Arabia and United Kingdom</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saeed%20Musaid%20Alzahrani">Saeed Musaid Alzahrani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Shared values, beliefs, norms and assumptions within the organisation can affect personal and team effectiveness. Organisational culture can also affect the performance of organisational members. The nature of middle leadership in a primary school is largely influenced by organizational culture. The effectiveness of middle leadership in primary schools and their performance is strongly determined by the circumstances in which they work and can be political or institutional. This study aims to examine the influence of organisational culture and government policy on the performance and effectiveness of middle managers, using the English and Saudi education systems as case studies. To examine how education policy conditions educational discourse, and answer the research questions, there is a need to collect qualitative data on middle manager’s perceptions and experiences in the English and Saudi Arabian contexts. The study involved a qualitative and interpretative approach. In-depth interviews with 6 middle managers and school supervisors in 3 English primary schools and 6 middle managers in 3 Saudi Arabian primary schools were conducted to answer the research questions. The study also included ethnographic tools such as observations of a sample of three primary schools in both England and Saudi Arabia where the researcher observed middle managers’ interactions with their peers. The sample of three enabled the study to identify trends and make comparisons between leadership approaches in both systems based on observations without the bias of prescriptions. The use of ethnographic tools not only makes the study empirical but also increases the reliability and validity of the findings by reducing prescriptive bias. The observations will be triangulated with the results of the interviews to draw comparisons and conclusions on whether middle managers act as leaders or as followers in their respective political contexts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=education%20management" title="education management">education management</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20education%20policies" title=" government education policies"> government education policies</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20managers" title=" middle managers"> middle managers</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a> </p> <a href="https://publications.waset.org/abstracts/65448/examining-the-influence-of-organisational-culture-on-middle-leadership-in-primary-schools-in-saudi-arabia-and-united-kingdom" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65448.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">240</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2846</span> The Role of Middle Managers SBU's in Context of Change: Sense-Making Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hala%20Alioua">Hala Alioua</a>, <a href="https://publications.waset.org/abstracts/search?q=Alberic%20Tellier"> Alberic Tellier</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is designed to spotlight the research on corporate strategic planning, by emphasizing the role of middle manager of SBU’s and related issues such as the context of vision change. Previous research on strategic vision has been focused principally at the SME, with relatively limited consideration given to the role of middle managers SBU’s in the context of change. This project of research has been done by using a single case study. We formulated through our immersion for 2.5 years on the ground and by a qualitative method and abduction approach. This entity that we analyze is a subsidiary of multinational companies headquartered in Germany, specialized in manufacturing automotive equipment. The "Delta Company" is a French manufacturing plant that has undergone numerous changes over the past three years. The two major strategic changes that have a significant impact on the Delta plant are the strengths of its core business through « lead plant strategy» in 2011 and the implementation of a new strategic vision in 2014. These consecutive changes impact the purpose of the mission of the middle managers. The plant managers ask the following questions: How the middle managers make sense of the corporate strategic planning imposed by the parent company? How they appropriate the new vision and decline it into actions on the ground? We chose the individual interview technique through open-ended questions as the source of data collection. We first of all carried out an exploratory approach by interviewing 8 members of the Management committee’s decision and 19 heads of services. The first findings and results show that exist a divergence of opinion and interpretations of the corporate strategic planning among organization members and there are difficulties to make sense and interpretations of the signals of the environment. The lead plant strategy enables new projects which insure the workload of Delta Company. Nevertheless, it creates a tension and stress among the middle managers because its provoke lack of resources to the detriment of their main jobs as manufacturer plant. The middle managers does not have a clear vision and they are wondering if the new strategic vision means more autonomy and less support from the group. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change" title="change">change</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20managers" title=" middle managers"> middle managers</a>, <a href="https://publications.waset.org/abstracts/search?q=vision" title=" vision"> vision</a>, <a href="https://publications.waset.org/abstracts/search?q=sensemaking" title=" sensemaking"> sensemaking</a> </p> <a href="https://publications.waset.org/abstracts/22561/the-role-of-middle-managers-sbus-in-context-of-change-sense-making-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22561.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">401</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2845</span> Middle Management Practices and Leadership in Higher Education, Comparative Case Studies of Two Selected Post-1992 UK Universities </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Thouraya%20Eshami">Thouraya Eshami</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to understand, interpret and describe the dynamics of the management and leadership practices with its diverse constituents within the middle management cadre in two selected post-1992 UK universities. The information will be gleaned from interviews conducted with academics who became middle-managers (an AD, SGL and TL) in two selected case Higher Education Institutes. The term middle management is used to describe personnel occupying positions at the level of assistant deans, dean (which also referred to as associate deans), and team leaders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=academic%20manager" title="academic manager">academic manager</a>, <a href="https://publications.waset.org/abstracts/search?q=associate%20dean" title=" associate dean"> associate dean</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20manager" title=" middle manager"> middle manager</a>, <a href="https://publications.waset.org/abstracts/search?q=post%201992%20universities" title=" post 1992 universities"> post 1992 universities</a> </p> <a href="https://publications.waset.org/abstracts/25713/middle-management-practices-and-leadership-in-higher-education-comparative-case-studies-of-two-selected-post-1992-uk-universities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25713.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">433</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2844</span> Comparative Perceptions on Gender, Leadership, and Diversity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saloni%20%20Diwakar">Saloni Diwakar</a>, <a href="https://publications.waset.org/abstracts/search?q=Hansika%20%20Kapoor"> Hansika Kapoor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study undertook comparative analyses between 130 male and female managers in a power/electric company, relating to prevalent perceptions about gendered leadership, leadership efficacy, perceived organizational support, and diversity and inclusiveness. Results showed no significant difference in POS, leadership aspirations, expression, and self- and other leadership efficacy between male and female managers. However, within-groups analyses revealed that female managers reported a disparity between self and other leadership efficacy (value), to a far greater extent than male managers (value). Additionally, females reported a dip in POS during middle management, as compared to junior management, whereas men reported a steady increase in POS from junior, middle on to senior management. Descriptively, both men and women reported preferring gender neutral leadership traits, as compared to male or female centered traits, and both genders least preferred male centered leadership traits. Compared to women, male managers were found to significantly undervalue diversity and inclusion initiatives. Subjective feedback was elicited to corroborate quantitative output. Also, female participants provided subjective feedback regarding efficacy of existing D&I practices in the organization. Findings and implications are discussed relevant to existing gender inclusion agendas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=gendered%20leadership" title="gendered leadership">gendered leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=diversity" title=" diversity"> diversity</a>, <a href="https://publications.waset.org/abstracts/search?q=inclusivity" title=" inclusivity"> inclusivity</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a> </p> <a href="https://publications.waset.org/abstracts/60682/comparative-perceptions-on-gender-leadership-and-diversity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60682.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">341</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2843</span> Challenges to Effective Public Sector Management in Developing Countries: The Networking and Communication Functions of Public Sector Managers in Nigeria and Ghana</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ethelbert%20Chinedu%20Nwokorie">Ethelbert Chinedu Nwokorie</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This empirical study analyzes the impact of communication and networking functions of Nigerian and Ghanaian public sector managers’ on public sector effectiveness. The focus is on which of these management functions public sector managers’ in these countries perform most, why, how and how does it affect effectiveness of public sector organizations in the two countries. This qualitative analysis was done by interviewing middle and top level managers in some selected public sector organizations in the two countries on their practical experiences. Findings reveal that ineffectiveness of public sector organizations in Ghana persists because public sector managers perform more of networking functions to promote their individual carrier success and progression in their various organizations, rather than achieving the organizations goals and objectives. In Nigeria, though majority of the interviewed public sector managers perform more communication functions than networking, they do this mostly by treating files and correspondences, instead of face-to-face communication and interaction with employees’. Hence, they hardly relate directly with their employees’ to find out how they are performing their jobs, their challenges, where they are having problems and why. The findings and recommendations of this study will help in improving effectiveness, quality and service delivery in Nigerian and Ghanaian public sector organizations and beyond. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=effectiveness" title="effectiveness">effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=communication" title=" communication"> communication</a>, <a href="https://publications.waset.org/abstracts/search?q=employees" title=" employees"> employees</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=networking" title=" networking"> networking</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector" title=" public sector "> public sector </a> </p> <a href="https://publications.waset.org/abstracts/26555/challenges-to-effective-public-sector-management-in-developing-countries-the-networking-and-communication-functions-of-public-sector-managers-in-nigeria-and-ghana" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26555.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">452</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2842</span> The Link between Strategic Sense-Making and Performance in Dubai Public Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Rahman">Mohammad Rahman</a>, <a href="https://publications.waset.org/abstracts/search?q=Guy%20Burton"> Guy Burton</a>, <a href="https://publications.waset.org/abstracts/search?q=Megan%20Mathias"> Megan Mathias</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic management as an organizational practice was adopted by the public sector in the New Public Management (NPM) era that began in most parts of the world in the 1980s. Strategy as a new public management concept was subscribed by governments in both developed and developing world, as they were persuaded that clearly defined vision, mission and goals, as well as programs and projects - aligned with the goals - could potentially help achieve government vision at the national level and organizational goals at the service-delivery level. The advocates for strategic management in the public sector saw an inherent link between strategy and performance, claiming that the implementation of organizational strategy has an effect on the overall performance of an organization. Arguably, many government entities that have failed in enhancing team and individual performance had poorly-designed strategy or weak strategy implementation. Another key argument about low-level performance is linked with lack of strategic sense-making and orientation by middle managers in particular. Scholars maintain that employees at all levels need to understand strategic management plan in order to facilitate its implementation. Therefore, involving employees (particularly the middle managers) from the beginning potentially helps an organization avoid the drop in performance, and on the contrary would increase their commitment. The United Arab Emirates (UAE) is well known for adopting public sector reform strategies and tools since the 1990s. This observation is contextually pertinent in the case of the Government of Dubai, which has provided a Strategy Execution Guide to all of its entities to achieve high level strategic success in service delivery. The Dubai public sector also adopts road maps for e-Government, Smart Dubai, Expo 2020, investment, environment, education, health and other sectors. Evidently, some of these strategies are bringing tangible (e.g. Smart Dubai transformation) results in a transformational manner. However, the amount of academic research and literature on the strategy process vis-à-vis staff performance in the Government of Dubai is limited. In this backdrop, this study examines how individual performance of public sector employees in Dubai is linked with their sense-making, engagement and orientation with strategy development and implementation processes. Based on a theoretical framework, this study will undertake a sample-based questionnaire survey amongst middle managers in Dubai public sector to (a) measure the level of engagement of middle managers in strategy development and implementation processes as perceived by them; (b) observe the organizational landscape in which role expectations are placed on middle managers; and (c) examine the impact of employee engagement in strategy development process and the conditions for role expectations on individual performance. The paper is expected to provide new insights on the interface between strategic sense-making and performance in order to contribute a better understanding of the current culture/practices of staff engagement in strategic management in the public sector of Dubai. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20of%20Dubai" title=" government of Dubai"> government of Dubai</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20managers" title=" middle managers"> middle managers</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20sense-making" title=" strategic sense-making"> strategic sense-making</a> </p> <a href="https://publications.waset.org/abstracts/61805/the-link-between-strategic-sense-making-and-performance-in-dubai-public-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61805.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">197</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2841</span> The Use of a Geographical Information System in the Field of Irrigation (Moyen-Chéliff)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Benhenni%20Abdellaziz">Benhenni Abdellaziz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Irrigation is a limiting factor for agricultural production and socioeconomic development of many countries in the arid and semi-arid world. However, the sustainability of irrigation systems requires rational management of the water resource, which is becoming increasingly rare in these regions. The objective of this work is to apply a geographic information system (GIS) coupled with a model for calculating crop water requirements (CROPWATER) for the management of irrigation water in irrigated areas and offer managers an effective tool to better manage water resources in these areas. The application area of GIS is the irrigated perimeter of Western Middle Cheliff, which is located in a semi-arid region (Middle Cheliff). The scope in question is considerable agrarian dynamics and an increased need for irrigation of most crops. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=GIS" title="GIS">GIS</a>, <a href="https://publications.waset.org/abstracts/search?q=CROPWAT" title=" CROPWAT"> CROPWAT</a>, <a href="https://publications.waset.org/abstracts/search?q=irrigation" title=" irrigation"> irrigation</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20management" title=" water management"> water management</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20cheliff" title=" middle cheliff"> middle cheliff</a> </p> <a href="https://publications.waset.org/abstracts/168116/the-use-of-a-geographical-information-system-in-the-field-of-irrigation-moyen-cheliff" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168116.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">70</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2840</span> Factors Influencing the Roles and Responsibilities of Middle Leaders in Saudi and English Primary Schools: A Comparative Critical Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saeed%20Musaid%20H.%20Alzahrani">Saeed Musaid H. Alzahrani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The role of middle leaders, especially in primary schools, is a multi-faced role that has been subject to changes in nature over recent decades, with claims for more distributed leadership practices. This research examines the way 18 middle leaders in Saudi and English primary schools conceptualise their roles and responsibilities, and different factors influencing those roles and responsibilities. It begins from the premise that both the power of the role and the values of middle leaders are grounded in cultural and political bases, a belief held by the researcher as an 'insider' within the Saudi educational leadership context. The study consisted of a comparative analysis of the role and the responsibilities of middle leaders in Saudi primary schools and their equivalents in English primary schools. A purely qualitative methodological stance was adopted, using in-depth face-to-face semi-structured interviews, observations and document analysis. Middle leaders were asked to reflect deeply on their perceptions and understanding of their roles and explain what they thought influenced their daily practices and responsibilities. The findings suggest that the concept of middle leadership has been influenced by power imposed from above by political authority, via internal and external hierarchical structures, which shapes the nature of the role of the middle leaders and forces them to comply. Middle leaders seem to believe they have the power to make decisions and promote change, but these findings suggest that this is illusory. The power that keeps middle leaders performing is the power of their cultural and religious values. Those values are the resource to which they turn in their search for more energy when they lack support and are short of time taken. Middle leaders in Saudi, just like their equivalents in English schools must comply with the requirements of their role. However, Saudi middle leaders are given no leeway to make decisions or implement change, neither do they have the culture of collegiality that seems to give middle leaders in England more power over their resources and decisions. However, in neither educational setting have middle leaders been given the power to lead, so they remain managers rather than leaders. The findings of this research suggest that there are more similarities between the educational settings of Saudi and England than differences; and in the light of different factors identified in the study, suggest the establishment of a framework for middle leadership, in the hope of enhancing the way the role is practiced. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=middle%20leader" title="middle leader">middle leader</a>, <a href="https://publications.waset.org/abstracts/search?q=primary%20school" title=" primary school"> primary school</a>, <a href="https://publications.waset.org/abstracts/search?q=power" title=" power"> power</a>, <a href="https://publications.waset.org/abstracts/search?q=educational%20leadership" title=" educational leadership"> educational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=value" title=" value"> value</a>, <a href="https://publications.waset.org/abstracts/search?q=culture" title=" culture"> culture</a>, <a href="https://publications.waset.org/abstracts/search?q=model" title=" model"> model</a>, <a href="https://publications.waset.org/abstracts/search?q=Saudi%20Arabia" title=" Saudi Arabia"> Saudi Arabia</a>, <a href="https://publications.waset.org/abstracts/search?q=England" title=" England"> England</a> </p> <a href="https://publications.waset.org/abstracts/84003/factors-influencing-the-roles-and-responsibilities-of-middle-leaders-in-saudi-and-english-primary-schools-a-comparative-critical-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/84003.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">192</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2839</span> The Impact of Information and Communication Technology on the Performance of Office Technology Managers </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sunusi%20Tijjani">Sunusi Tijjani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information and communication technology is an indispensable tool in the performance of office technology managers. Today's offices are automated and equipped with modern office machines that enhances and improve the work of office managers. However, today's office technology managers can process, evaluate, manage and communicate all forms of information using technological devices. Information and Communication Technology is viewed as the process of processing, storing ad dissemination information while office technology managers are trained professional who can effectively operate modern office machines, perform administrative duties and attend meetings to take dawn minute of meetings. This paper examines the importance of information and communication technology toward enhancing the work of office managers. It also stresses the importance of information and communication technology toward proper and accurate record management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=communication" title="communication">communication</a>, <a href="https://publications.waset.org/abstracts/search?q=information" title=" information"> information</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a>, <a href="https://publications.waset.org/abstracts/search?q=managers" title=" managers"> managers</a> </p> <a href="https://publications.waset.org/abstracts/37018/the-impact-of-information-and-communication-technology-on-the-performance-of-office-technology-managers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37018.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">485</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2838</span> Factors Affecting Human Resource Managers Information Behavior</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sevim%20Oztimurlenk">Sevim Oztimurlenk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This is an exploratory study on the information behavior of human resource managers. This study is conducted by using a questionnaire survey and an interview. The data is gathered from 140 HR managers who are members of the People Management Association of Turkey (PERYÖN), and the 15 interviewees were chosen among those 140 survey participants randomly. The goal of this exploratory study is to investigate the impact of some factors (i.e., gender, age, work experience, number of employee reporting, company size, industry type) on HR managers’ information behavior. More specifically, it examines if there is a relationship between those factors and HR managers’ information behavior in terms of what kind of information sources they consult and reviews and whom they prefer to communicate with for information sharing. It also aims to find out additional factors influencing the information behavior of HR managers. The results of the study show that age and industry type are the two factors affecting the information behavior of HR managers, among other factors investigated in terms of information source, use and share. Moreover, personality, technology, education, organizational culture, and culture are the top five factors among the 24 additional factors suggested by HR managers who participated in this study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=information%20behavior" title="information behavior">information behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20use" title=" information use"> information use</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20source" title=" information source"> information source</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20share" title=" information share"> information share</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20managers" title=" human resource managers"> human resource managers</a> </p> <a href="https://publications.waset.org/abstracts/147609/factors-affecting-human-resource-managers-information-behavior" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147609.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">145</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2837</span> Interest Rate of Managers and Tourism Officials over E-Tourism Development: Case Study of Lenjan City</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Akram%20Shahriyari">Akram Shahriyari</a>, <a href="https://publications.waset.org/abstracts/search?q=Reza%20Mokhtari%20Malek%20Abadi"> Reza Mokhtari Malek Abadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> E-tourism is among the issues that have recently been entered into the field of tourism. In order to achieve this type of tourism, Information and Communications Technology (or ICT) infrastructures as well as Co-governmental organizations and tourism resources are important. In this study, the opinions of managers and tourism officials about the e-tourism in Lenjan city were measured; it also surveyed the impact of level of digital literacy of managers and tourism officials on attracting tourists in Lenjan city. This study was conducted in Lenjan, one of the environs of the Esfahan province. This study is a documentary – survey and the sources include library resources and also questionnaires. The results obtained indicate that if managers use ICT, it may help e-tourism to be developed in the region, and increasing managers’ beliefs on e-tourism and upgrading their level of digital literacy may affect e-tourism development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ICT" title="ICT">ICT</a>, <a href="https://publications.waset.org/abstracts/search?q=e-tourism" title=" e-tourism"> e-tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=opinion%20of%20managers%20and%20officials" title=" opinion of managers and officials"> opinion of managers and officials</a>, <a href="https://publications.waset.org/abstracts/search?q=Lejnan" title=" Lejnan"> Lejnan</a> </p> <a href="https://publications.waset.org/abstracts/1718/interest-rate-of-managers-and-tourism-officials-over-e-tourism-development-case-study-of-lenjan-city" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1718.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">435</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2836</span> Reallocation of Mutual Fund Managers and Capital Raising Ability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yue%20Xu">Yue Xu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper establishes the fund manager’s capital raising ability as an important managerial skill that fund firms exploit to generate higher firm revenues. Fund firms reallocate fund managers with high capital raising ability to other funds with large outflows. Investors demand the capital raising ability of managers and reward it by investing more capital despite lower future alphas. A team with a larger experience difference between reallocated managers and existing managers attracts more capital inflows, suggesting that there is a synergy effect on the fund manager’s capital raising ability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=mutual%20fund" title="mutual fund">mutual fund</a>, <a href="https://publications.waset.org/abstracts/search?q=manager" title=" manager"> manager</a>, <a href="https://publications.waset.org/abstracts/search?q=fund%20firm" title=" fund firm"> fund firm</a>, <a href="https://publications.waset.org/abstracts/search?q=reallocation" title=" reallocation"> reallocation</a>, <a href="https://publications.waset.org/abstracts/search?q=revenue" title=" revenue"> revenue</a> </p> <a href="https://publications.waset.org/abstracts/162315/reallocation-of-mutual-fund-managers-and-capital-raising-ability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162315.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">71</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2835</span> The Reason of Principles of Construction Engineering and Management Being Necessary for Contracting Firms and Their Projects Managers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mamoon%20Mousa%20Atout">Mamoon Mousa Atout</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The industries of construction are in continuous growth not only in Middle East rejoin but almost all over the world. For the last fifteen years, big expansion and increase of different types of projects has been observed. Many infrastructural projects have been developed, high rise buildings, big shopping malls, power sub-stations, roads, bridges, schools, universities and developing many of new cities with full and complete facilities. The growth and enlargement of the mentioned developed projects has been accomplished through many international and local contracting organizations. Senior management of these organizations depend on their qualified and experienced team whom are aware of the implications of project management, construction management, engineering management and resource management during tendering till final completion of the project. This research aims to find out why reasons of principles of construction engineering and management are necessary for contracting firms and their managers. Principles of construction management help contracting organizations to accomplish and deliver projects without delay. This can be maintained by establishing guidelines’ details for updating the adopted system of construction management that they have through qualified and experienced project managers. The research focuses on benefits of other essential skills of projects planning, monitoring and control. Defining roles and responsibilities of contractor project managers during tendering and execution is a part of the investigated factors that will be analyzed. Other skills like optimizing and utilizing the obtainable project resources to deliver the project within time, cost and quality will be also investigated to find out how these factors are affecting the performance of contracting firms, projects managers and projects. The conclusion of the research will help senior management team and the contractors project managers about the benefits of implications and benefits construction management system and its effect upon the performance and knowledge of contract values that they have, and the optimal profit margin of the firm it. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20management" title="construction management">construction management</a>, <a href="https://publications.waset.org/abstracts/search?q=contracting%20firms" title=" contracting firms"> contracting firms</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20managers" title=" project managers"> project managers</a>, <a href="https://publications.waset.org/abstracts/search?q=planning%20processes" title=" planning processes"> planning processes</a>, <a href="https://publications.waset.org/abstracts/search?q=roles%20and%20responsibilities" title=" roles and responsibilities"> roles and responsibilities</a> </p> <a href="https://publications.waset.org/abstracts/45610/the-reason-of-principles-of-construction-engineering-and-management-being-necessary-for-contracting-firms-and-their-projects-managers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45610.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">299</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2834</span> “The Day I Became a Woman” by Marziyeh Meshkiny: An Analysis of the Cinematographic Image of the Middle East</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ana%20Carolina%20Domingues">Ana Carolina Domingues</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This work presents the preliminary results of the above-titled doctoral research. Based on this film and on Middle East authors who discuss films made by women, it has been concluded so far, that it is part of a larger movement, which together with other productions, show the perceptions of the world of these women, who see the world otherwise, for not holding positions of power. These modes of perception revealed from the encounter of women with the cameras, educate viewers to denaturalize the impressions constructed in relation to the Middle East. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cinema" title="cinema">cinema</a>, <a href="https://publications.waset.org/abstracts/search?q=image" title=" image"> image</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20east" title=" middle east"> middle east</a>, <a href="https://publications.waset.org/abstracts/search?q=women" title=" women"> women</a> </p> <a href="https://publications.waset.org/abstracts/152988/the-day-i-became-a-woman-by-marziyeh-meshkiny-an-analysis-of-the-cinematographic-image-of-the-middle-east" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/152988.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">117</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2833</span> The Role of Middle Class in Forming of Consumption Habits of Market Institutions among Kazakh Households in Transition Period</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Daurenbek%20Kuleimenov">Daurenbek Kuleimenov</a>, <a href="https://publications.waset.org/abstracts/search?q=Elmira%20Otar"> Elmira Otar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Market institutions extension within transit societies contributes to constituting the new type of middle class and households livelihood strategies. The middle class households as an example of prosperity in many cases encourage the ordinary ones to do the same economic actions. Therefore, practices of using market institutions by middle class households in transit societies, which are mostly characterized by huge influence of traditional attitudes, can carry habitual features for the whole society. Market institutions consumption habit of the middle class households makes them trendsetters of economic habits of other households while adapting to the market economy. Moreover different social-economic positions of households lead them to different consuming results such as worsening or improving household economy due to indebtedness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=middle%20class" title="middle class">middle class</a>, <a href="https://publications.waset.org/abstracts/search?q=households" title=" households"> households</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20institutions" title=" market institutions"> market institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=transition" title=" transition"> transition</a> </p> <a href="https://publications.waset.org/abstracts/2462/the-role-of-middle-class-in-forming-of-consumption-habits-of-market-institutions-among-kazakh-households-in-transition-period" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2462.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2832</span> The Use of a Geographical Information System in the Field of Irrigation (Moyen-Chéliff)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Benhenni%20Abdellaziz">Benhenni Abdellaziz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Irrigation is a limiting factor for agricultural production and socio-economic development of many countries in arid and semiarid in the world. However, the sustainability of irrigation systems requires a rational management of the water resource that is becoming increasingly rare in these regions. The objective of this work is to apply a geographic information system (GIS) coupled to a model for calculating crop water requirements (CROPWATER) for the management of irrigation water in irrigated area and offer managers with an effective tool to better manage water resources in these areas. The application area of GIS is the irrigated perimeter of Western Middle Cheliff which is located in a semi-arid region (Middle Cheliff). The scope in question is a considerable agrarian dynamics and an increased need for irrigation of most crops. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=geographical%20information" title="geographical information">geographical information</a>, <a href="https://publications.waset.org/abstracts/search?q=irrigation" title=" irrigation"> irrigation</a>, <a href="https://publications.waset.org/abstracts/search?q=economical" title=" economical"> economical</a>, <a href="https://publications.waset.org/abstracts/search?q=use%20rational" title=" use rational"> use rational</a> </p> <a href="https://publications.waset.org/abstracts/64948/the-use-of-a-geographical-information-system-in-the-field-of-irrigation-moyen-cheliff" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64948.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">243</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2831</span> The Effect of Information Technologies on Business Performance: An Application on Small Hotels</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdullah%20Karaman">Abdullah Karaman</a>, <a href="https://publications.waset.org/abstracts/search?q=Kursad%20Sayin"> Kursad Sayin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this research, which information technologies are used in small hotel businesses, and the information technologies-performance perception of the managers are pointed out. During the research, the questionnaire was prepared and the small scale hotel managers were interviewed face to face and they filled out the questionnaire and the answers acquired were evaluated. As the result of the research, it was obtained that the managers do not care much about the information technologies usage in practice even though they accepted that the information technologies are important in terms of performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=information%20technologies" title="information technologies">information technologies</a>, <a href="https://publications.waset.org/abstracts/search?q=managers" title=" managers"> managers</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20hotels" title=" small hotels"> small hotels</a> </p> <a href="https://publications.waset.org/abstracts/60356/the-effect-of-information-technologies-on-business-performance-an-application-on-small-hotels" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60356.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">489</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2830</span> A Randomized Controlled Trial of the Effects of Meditation Awareness Training (Mat) on Work-Related Stress and Job Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Edo%20Shonin">Edo Shonin</a>, <a href="https://publications.waset.org/abstracts/search?q=William%20Van%20Gordon"> William Van Gordon</a>, <a href="https://publications.waset.org/abstracts/search?q=Mark%20D.%20Griffiths"> Mark D. Griffiths</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to its potential to concurrently improve Work-Related Wellbeing (WRW) and job performance; occupational stakeholders are becoming increasingly interested in meditation. Despite this, there is a scarcity of methodologically robust research examining the utility of meditation within occupational contexts. This study conducted the first randomized controlled trial to assess the effects of meditation on outcomes relating to both WRW and job performance. Office-based middle-hierarchy managers (n=152) were allocated to either an eight-week meditation intervention (Meditation Awareness Training: MAT) or an active control intervention. MAT participants demonstrated significant improvements (with strong effect-sizes) over control-group participants in levels of work-related stress, job satisfaction, psychological distress, and employer-rated job performance. It is concluded that MAT appears to be effective for improving both WRW and job performance in middle-hierarchy managers. There are a number of novel implications: (i) meditation can effectuate a perceptual shift in how employees experience their work and psychological environment and may thus constitute a cost-effective WRW intervention, (ii) meditation-based (i.e., present-moment-focused) working styles may be more effective than goal-based (i.e., future-orientated) working styles, and (iii) meditation may reduce the separation made by employees between their own interests and those of the organizations they work for. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=work-related%20stress" title="work-related stress">work-related stress</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20wellbeing" title=" workplace wellbeing"> workplace wellbeing</a>, <a href="https://publications.waset.org/abstracts/search?q=occupational%20stress" title=" occupational stress"> occupational stress</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=meditation%20awareness%20training" title=" meditation awareness training"> meditation awareness training</a>, <a href="https://publications.waset.org/abstracts/search?q=mindfulness" title=" mindfulness"> mindfulness</a> </p> <a href="https://publications.waset.org/abstracts/5363/a-randomized-controlled-trial-of-the-effects-of-meditation-awareness-training-mat-on-work-related-stress-and-job-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5363.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">318</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2829</span> Teaching Ethical Behaviour: Conversational Analysis in Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nikhil%20Kewalkrishna%20Mehta">Nikhil Kewalkrishna Mehta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the past researchers have questioned the effectiveness of ethics training in higher education. Also, there are observations that support the view that ethical behaviour (range of actions)/ethical decision making models used in the past make use of vignettes to explain ethical behaviour. The understanding remains in the perspective that these vignettes play a limited role in determining individual intentions and not actions. Some authors have also agreed that there are possibilities of differences in one’s intentions and actions. This paper makes an attempt to fill those gaps by evaluating real actions rather than intentions. In a way this study suggests the use of an experiential methodology to explore Berlo’s model of communication as an action along with orchestration of various principles. To this endeavor, an attempt was made to use conversational analysis in the pursuance of evaluating ethical decision making behaviour among students and middle level managers. The process was repeated six times with the set of an average of 15 participants. Similarities have been observed in the behaviour of students and middle level managers that calls for understanding that both the groups of individuals have no cognizance of their actual actions. The deliberations derived out of conversation were taken a step forward for meta-ethical evaluations to portray a clear picture of ethical behaviour among participants. This study provides insights for understanding demonstrated unconscious human behaviour which may fortuitously be termed both ethical and unethical. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ethical%20behaviour" title="ethical behaviour">ethical behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=unethical%20behavior" title=" unethical behavior"> unethical behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20decision%20making" title=" ethical decision making"> ethical decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=intentions%20and%20actions" title=" intentions and actions"> intentions and actions</a>, <a href="https://publications.waset.org/abstracts/search?q=conversational%20analysis" title=" conversational analysis"> conversational analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20actions" title=" human actions"> human actions</a>, <a href="https://publications.waset.org/abstracts/search?q=sensitivity" title=" sensitivity"> sensitivity</a> </p> <a href="https://publications.waset.org/abstracts/15197/teaching-ethical-behaviour-conversational-analysis-in-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15197.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">249</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2828</span> Leadership Competences: The Case of Slovenian Healthcare</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Helena%20Kova%C4%8Di%C4%8D">Helena Kovačič</a>, <a href="https://publications.waset.org/abstracts/search?q=Andrej%20Rus"> Andrej Rus</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study compared ratings for leadership competence of managers in the healthcare sector and professional managers in Slovenia. Managers’ competence scores were analyzed for Slovenia and compared with some other EU countries. Comparisons of correlations yielded significant differences in leader/non-leader healthcare professionals in their relational competence. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management" title="management">management</a>, <a href="https://publications.waset.org/abstracts/search?q=competence" title=" competence"> competence</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare" title=" healthcare"> healthcare</a>, <a href="https://publications.waset.org/abstracts/search?q=Slovenia" title=" Slovenia"> Slovenia</a> </p> <a href="https://publications.waset.org/abstracts/2147/leadership-competences-the-case-of-slovenian-healthcare" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2147.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">290</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2827</span> Benefits of Construction Management Implications and Processes by Projects Managers on Project Completion</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mamoon%20Mousa%20Atout">Mamoon Mousa Atout</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Projects managers in construction industry usually face a difficult organizational environment especially if the project is unique. The organization lacks the processes to practice construction management correctly, and the executive’s technical managers who have lack of experience in playing their role and responsibilities correctly. Project managers need to adopt best practices that allow them to do things effectively to make sure that the project can be delivered without any delay even though the executive’s technical managers should follow a certain process to avoid any factor might cause any delay during the project life cycle. The purpose of the paper is to examine the awareness level of projects managers about construction management processes, tools, techniques and implications to complete projects on time. The outcome and the results of the study are prepared based on the designed questionnaires and interviews conducted with many project managers. The method used in this paper is a quantitative study. A survey with a sample of 100 respondents was prepared and distributed in a construction company in Dubai, which includes nine questions to examine the level of their awareness. This research will also identify the necessary benefits of processes of construction management that has to be adopted by projects managers to mitigate the maximum potential problems which might cause any delay to the project life cycle. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20management" title="construction management">construction management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20objectives" title=" project objectives"> project objectives</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20planing%20and%20scheduling" title=" resource planing and scheduling"> resource planing and scheduling</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20completion" title=" project completion"> project completion</a> </p> <a href="https://publications.waset.org/abstracts/37488/benefits-of-construction-management-implications-and-processes-by-projects-managers-on-project-completion" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37488.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">402</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2826</span> Ex-Post Export Data for Differentiated Products Revealing the Existence of Productcycles </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ranajoy%20Bhattcharyya">Ranajoy Bhattcharyya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We estimate international product cycles as shifting product spaces by using 1976 to 2010 UN Comtrade data on all differentiated tradable products in all countries. We use a product space approach to identify the representative product baskets of high-, middle and low-income countries and then use these baskets to identify the patterns of change in comparative advantage of countries over time. We find evidence of a product cycle in two senses: First, high-, middle- and low-income countries differ in comparative advantage, and high-income products migrate to the middle-income basket. A similar pattern is observed for middle- and low-income countries. Our estimation of the lag shows that middle-income countries tend to quickly take up the products of high-income countries, but low-income countries take a longer time absorbing these products. Thus, the gap between low- and middle-income countries is considerably higher than that between middle- and high-income nations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=product%20cycle" title="product cycle">product cycle</a>, <a href="https://publications.waset.org/abstracts/search?q=comparative%20advantage" title=" comparative advantage"> comparative advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=representative%20product%20basket" title=" representative product basket"> representative product basket</a>, <a href="https://publications.waset.org/abstracts/search?q=ex-post%20data" title=" ex-post data "> ex-post data </a> </p> <a href="https://publications.waset.org/abstracts/22221/ex-post-export-data-for-differentiated-products-revealing-the-existence-of-productcycles" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22221.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">420</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2825</span> Domination Parameters of Middle Graphs: Connected and Outer-Connected Perspectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Behnaz%20Pahlousay">Behnaz Pahlousay</a>, <a href="https://publications.waset.org/abstracts/search?q=Farshad%20Kazemnejad"> Farshad Kazemnejad</a>, <a href="https://publications.waset.org/abstracts/search?q=Elisa%20Palezzato"> Elisa Palezzato</a>, <a href="https://publications.waset.org/abstracts/search?q=Michele%20Torielli"> Michele Torielli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we study the notions of connected domination number and of outer-connected domination number for middle graphs. Indeed, we obtain tight bounds for these numbers in terms of the order of the middle graph M(G). We also compute the outer-connected domination number of some families of graphs such as star graphs, cycle graphs, wheel graphs, complete graphs, complete bipartite graphs and some operation on graphs, explicitly. Moreover, some Nordhaus-Gaddum-like relations are presented for the outer-connected domination number of middle graphs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=connected%20domination%20number" title="connected domination number">connected domination number</a>, <a href="https://publications.waset.org/abstracts/search?q=outer-connected%20dom-%20ination%20number" title=" outer-connected dom- ination number"> outer-connected dom- ination number</a>, <a href="https://publications.waset.org/abstracts/search?q=domination%20number" title=" domination number"> domination number</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20graph" title=" middle graph"> middle graph</a>, <a href="https://publications.waset.org/abstracts/search?q=nordhaus-%20gaddum-like%20relation." title=" nordhaus- gaddum-like relation."> nordhaus- gaddum-like relation.</a> </p> <a href="https://publications.waset.org/abstracts/189196/domination-parameters-of-middle-graphs-connected-and-outer-connected-perspectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/189196.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">38</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2824</span> China's Middle East Policy and the Competition with the United States</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shabnam%20Dadparvar">Shabnam Dadparvar</a>, <a href="https://publications.waset.org/abstracts/search?q=Laijin%20Shen"> Laijin Shen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper focuses on China’s policy in the Middle East and the rivalry with the U.S. The question is that what are the main factors on China’s Middle East policy and its competition with the U.S? The hypothesis regards to three effective factors: 'China’s energy dependency' on the Middle East, 'economy' and support for 'stability' in the Middle East. What is important in China’s competition with the U.S regarding to its Middle East policy is the substantial difference in ways of treating the countries of the region; China is committed to Westphalia model based on non-interference in internal affairs of the countries and respect the sovereignty of the governments. However, after 9/11, the U.S is seeking a balance between stability and change through intervention in the international affairs and in some cases is looking for a regime change. From the other hand, China, due to its dependency on the region’s energy welcomes America’s military presence in the region for providing stability. The authors by using a descriptive analytical method try to explain the situation of rivalry between China and the United States in Middle East. China is an 'emerging power' with high economic growth and in demand of more energy supply. The problem is that a rising power in the region is often a source of concern for hegemony. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=China%27s%20foreign%20policy" title="China's foreign policy">China's foreign policy</a>, <a href="https://publications.waset.org/abstracts/search?q=energy" title=" energy"> energy</a>, <a href="https://publications.waset.org/abstracts/search?q=hegemony" title=" hegemony"> hegemony</a>, <a href="https://publications.waset.org/abstracts/search?q=the%20Middle%20East" title=" the Middle East"> the Middle East</a> </p> <a href="https://publications.waset.org/abstracts/50881/chinas-middle-east-policy-and-the-competition-with-the-united-states" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50881.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">352</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2823</span> French Managers and Their Subordinates’ Well-Being</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20Gangloff">B. Gangloff</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Malleh"> N. Malleh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Well-being at work has many positive aspects. Our general hypothesis is that employees who feel well-being at work will be positively valued by their superiors, and that this positive value, which evokes the concept of social norms, allows us to assign to well-being at work a normative status. Three populations (line managers, students destined to become human resource managers, and employees) responded to a well-being questionnaire. Managers had to indicate, for each item, if they appreciated (or not) an employee feeling the well-being presented in the item; students had to indicate which items an employee should check if s/he wants to be positively (versus negatively) appreciated by his/her superior; and employees had to indicate to what degree each item corresponded to the well-being they used to feel. Three hypotheses are developed and confirmed: Managers positively value employees feeling some sense of well-being; students are aware of this positivity; spontaneously employees show a state of well-being, which means, knowing that spontaneous self-presentation is often produced by social desirability, that employees are aware of the well-being positivity. These data are discussed under a conceptual and applied angle. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=normativity" title="normativity">normativity</a>, <a href="https://publications.waset.org/abstracts/search?q=well-being%20at%20work" title=" well-being at work"> well-being at work</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=evaluation" title=" evaluation"> evaluation</a> </p> <a href="https://publications.waset.org/abstracts/52639/french-managers-and-their-subordinates-well-being" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52639.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">267</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2822</span> Small and Medium Enterprises Owner-Managers/Entrepreneurs and Their Risk Perception in Songkhla Province, Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Patraporn%20Kaewkhanitarak">Patraporn Kaewkhanitarak</a>, <a href="https://publications.waset.org/abstracts/search?q=Weerawan%20Marangkun"> Weerawan Marangkun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study was to explore the establishment and to investigate the relationship between the gender (male or female) of SME owner-managers/ entrepreneurs and their risk perception in business activity. The study examines the data by interviewing 76 SME owner-managers/entrepreneurs’ responses (37 males, 39 females) in manufacturing, finance, human resources and marketing sector in the economic regions of Songkhla province, Thailand. This study found that four tools which were operation, cash flow, staff, and new market were perceived by the SME owner-managers/entrepreneurs at high level. However, male and female SME owner-managers/entrepreneurs perceived some factors such as the age of SME owner-managers/entrepreneurs, the duration of firm operation, type of firm, and type of business without significant differences. In contrast, the gender affected the risk perception about increasing cost, fierce competition, leapfrog development of firm, substandard staff, namely that male and female perceived these factors with significant differences. According to the research, SME owner-managers/entrepreneurs should develop their risk management competency to deal with the risk efficiently. Secondly, SME firms should gather into groups. Furthermore, it was shown that the five key tools used to manage these risky situations were the use of managerial competencies and clustering. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk%20perception" title="risk perception">risk perception</a>, <a href="https://publications.waset.org/abstracts/search?q=owner-managers%2Fentrepreneurs" title=" owner-managers/entrepreneurs"> owner-managers/entrepreneurs</a>, <a href="https://publications.waset.org/abstracts/search?q=SME" title=" SME"> SME</a>, <a href="https://publications.waset.org/abstracts/search?q=Songkhla" title=" Songkhla"> Songkhla</a>, <a href="https://publications.waset.org/abstracts/search?q=Thailand" title=" Thailand"> Thailand</a> </p> <a href="https://publications.waset.org/abstracts/6917/small-and-medium-enterprises-owner-managersentrepreneurs-and-their-risk-perception-in-songkhla-province-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6917.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">436</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2821</span> The Reliability of Management Earnings Forecasts in IPO Prospectuses: A Study of Managers’ Forecasting Preferences</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maha%20Hammami">Maha Hammami</a>, <a href="https://publications.waset.org/abstracts/search?q=Olfa%20Benouda%20Sioud"> Olfa Benouda Sioud </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study investigates the reliability of management earnings forecasts with reference to these two ingredients: verifiability and neutrality. Specifically, we examine the biasedness (or accuracy) of management earnings forecasts and company specific characteristics that can be associated with accuracy. Based on sample of 102 IPO prospectuses published for admission on NYSE Euronext Paris from 2002 to 2010, we found that these forecasts are on average optimistic and two of the five test variables, earnings variability and financial leverage are significant in explaining ex post bias. Acknowledging the possibility that the bias is the result of the managers’ forecasting behavior, we then examine whether managers decide to under-predict, over-predict or forecast accurately for self-serving purposes. Explicitly, we examine the role of financial distress, operating performance, ownership by insiders and the economy state in influencing managers’ forecasting preferences. We find that managers of distressed firms seem to over-predict future earnings. We also find that when managers are given more stock options, they tend to under-predict future earnings. Finally, we conclude that the management earnings forecasts are affected by an intentional bias due to managers’ forecasting preferences. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intentional%20bias" title="intentional bias">intentional bias</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20earnings%20forecasts" title=" management earnings forecasts"> management earnings forecasts</a>, <a href="https://publications.waset.org/abstracts/search?q=neutrality" title=" neutrality"> neutrality</a>, <a href="https://publications.waset.org/abstracts/search?q=verifiability" title=" verifiability"> verifiability</a> </p> <a href="https://publications.waset.org/abstracts/6243/the-reliability-of-management-earnings-forecasts-in-ipo-prospectuses-a-study-of-managers-forecasting-preferences" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6243.pdf" target="_blank" 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