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manager</title> <meta name="description" content="Search results for: manager"> <meta name="keywords" content="manager"> <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 d-lg-none navbar-toggler ml-auto" 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class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="manager"> <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> 291</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: manager</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">291</span> Impact of Project Leader's Style on the Success of the Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saadia%20Khalid">Saadia Khalid</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper discusses the various leadership styles of project manager which lead to the success of a project since it is important for a project manager to understand and adopt the skills required to cope up with the modern challenges of any project. A project manager must be able to handle a project effectively and efficiently and be ready to assess the factors effecting success or failure of the project. A project manager must be capable of handling a project by managing, directing and leading the projects with requisite knowledge and skills. In this paper a project manager’s characteristics linkage to project success have been developed and analyzed for three different projects/industries. A web-based survey has also been carried out which revealed that specific leadership styles/traits can lead to better performance and success of organizations. Some basic factors like project complexity, the age, gender and nationality of the project manager and type of project also play a vital role in success of a project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20success" title=" project success"> project success</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20%0D%0Amanagement" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20manager" title=" project manager "> project manager </a> </p> <a href="https://publications.waset.org/abstracts/27280/impact-of-project-leaders-style-on-the-success-of-the-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27280.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">427</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">290</span> Assessing Effectiveness of Manager-Subordinate Relationships at Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anant%20Sagar">Anant Sagar</a>, <a href="https://publications.waset.org/abstracts/search?q=Manisha%20Rana"> Manisha Rana</a>, <a href="https://publications.waset.org/abstracts/search?q=Surabhi%20Singhal"> Surabhi Singhal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study was aimed at analysing the effectiveness of manager-subordinate relationship and the different factors contributing to its effectiveness in a mid-sized IT organization. To define effectiveness in context of a manager-subordinate relationship, a model was framed which analyses personal and professional need fulfilment of subordinates. On basis of this need satisfaction based effectiveness model, relationships are categorized into four types anchored on two scales; Personal Need Satisfaction and Professional Need Satisfaction. These spatial effectiveness scores of a managerial relationship are further mapped with the relationship style of the manager to identify relationship styles which are associated with different effectiveness levels. The relationship style is analysed by using Impact Message Inventory-Circumplex (IMI-C). The results show that managerial relationship’s effectiveness is contingent on manager’s affiliation scores, subordinate’s previous work experience and the ability of managers to influence the personal and professional needs of employees through organizational policies. The findings reflect that effectiveness of manager-subordinate relationship increased in a friendly workplace where managers were adequately empowered to acknowledge employee needs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=relationship%20effectiveness" title="relationship effectiveness">relationship effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=need%20fulfilment" title=" need fulfilment"> need fulfilment</a>, <a href="https://publications.waset.org/abstracts/search?q=managerial%20style" title=" managerial style"> managerial style</a>, <a href="https://publications.waset.org/abstracts/search?q=impact%20message%20inventory-circumplex" title=" impact message inventory-circumplex"> impact message inventory-circumplex</a> </p> <a href="https://publications.waset.org/abstracts/4397/assessing-effectiveness-of-manager-subordinate-relationships-at-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/4397.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">380</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">289</span> Culture of Manager of a Medium or Small Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Omar%20Bendjimaa">Omar Bendjimaa</a>, <a href="https://publications.waset.org/abstracts/search?q=Karzabi%20Abdelatif"> Karzabi Abdelatif </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Small and medium enterprises have witnessed several developments in recent years thanks to the policies and programs of support given by the state, and that is due to their importance in local and national development. Nevertheless, the success and development of these firms depends on a number of factors, especially the human element, for instance, the culture of the manager has its origin in the culture of the community and is of crucial influence in these firms. In fact, this culture is nothing more than a set of values, perceptions, beliefs, symbols and practices repeated, in addition to the knowledge it has received from the readings and the modern means of education. All these factors have an impact on the effectiveness of governance, its resolutions, instructions and performance of its function as a manager of a medium or small enterprise is inevitably affected by these cultural values, it is the driving force, the leader, and the observer at the same time. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=small%20and%20medium%20enterprises" title="small and medium enterprises">small and medium enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=the%20culture%20of%20the%20manager" title=" the culture of the manager"> the culture of the manager</a>, <a href="https://publications.waset.org/abstracts/search?q=the%20culture%20of%20the%20community" title=" the culture of the community"> the culture of the community</a>, <a href="https://publications.waset.org/abstracts/search?q=values" title=" values"> values</a>, <a href="https://publications.waset.org/abstracts/search?q=perceptions" title=" perceptions"> perceptions</a>, <a href="https://publications.waset.org/abstracts/search?q=beliefs" title=" beliefs"> beliefs</a>, <a href="https://publications.waset.org/abstracts/search?q=symbols" title=" symbols"> symbols</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a> </p> <a href="https://publications.waset.org/abstracts/18444/culture-of-manager-of-a-medium-or-small-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18444.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">397</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">288</span> Motherhood Managerial in Health Services: Need Eustress Internalization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Retty%20Ratnawati">Retty Ratnawati</a>, <a href="https://publications.waset.org/abstracts/search?q=Santi%20Sri%20Wulandari"> Santi Sri Wulandari</a>, <a href="https://publications.waset.org/abstracts/search?q=Tulus%20Sabrina"> Tulus Sabrina</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Feminine and masculine gender role stress could occur in some work situation. Being manager in health services that is known to be more women’ role in Indonesia, has expected to have feminine stereotype role. In the communities, this has been done in the program kesejahteraan keluarga (welfare family program) since the 1970s, for example through family planning program. The aim of the study was to explore the experience of being a motherhood managerial in health services. Our auto ethnographic study has revealed that motherhood managerial, even though running by a woman, could have some stress conditions whether she has realized or has not. The challenge would occur when the manager did not realize that she needed the eustress. The autonomy concept for a woman to be a manager could be a complex cycle that needs open communication continually and understanding the four elements surround her life. In conclusion, there is a demand to have the eustress when the manager does not realize that she has to be an autonomy person. However, it does not need eustress when the manager understands about how to deal with the complex cycle of being autonomy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=motherhood%20managerial" title="motherhood managerial">motherhood managerial</a>, <a href="https://publications.waset.org/abstracts/search?q=eustress" title=" eustress"> eustress</a>, <a href="https://publications.waset.org/abstracts/search?q=feminine%20gender%20role%20stress" title=" feminine gender role stress"> feminine gender role stress</a>, <a href="https://publications.waset.org/abstracts/search?q=masculine%20gender%20role%20stress" title=" masculine gender role stress"> masculine gender role stress</a>, <a href="https://publications.waset.org/abstracts/search?q=autonomy%20concept%20in%20women" title=" autonomy concept in women"> autonomy concept in women</a> </p> <a href="https://publications.waset.org/abstracts/58081/motherhood-managerial-in-health-services-need-eustress-internalization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58081.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">274</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">287</span> Line Manager’s Role Involvement towards Creating a Coaching Culture in Nursing Area</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20S.%20A.%20Rahim">N. S. A. Rahim</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20N.%20Abu%20Mansor"> N. N. Abu Mansor</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20I.%20Saidi"> M. I. Saidi</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20R.%20A.%20Rahim"> N. R. A. Rahim</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20F.%20Adrutdin"> K. F. Adrutdin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The use of coaching as one of organizational culture with the contribution of the involvement of line manager roles is an important to update employees’ knowledge and skills continuously. In healthcare sector, it is dynamic that nurse must update their knowledge and skills to keep pace with change. This paper attempts to discuss the involvement of line manager roles towards creating a coaching culture who give their support and innovation towards motivate nurses to give their best performance either in public or private hospitals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=nursing" title="nursing">nursing</a>, <a href="https://publications.waset.org/abstracts/search?q=line%20managers%E2%80%99%20roles" title=" line managers’ roles"> line managers’ roles</a>, <a href="https://publications.waset.org/abstracts/search?q=coaching" title=" coaching"> coaching</a>, <a href="https://publications.waset.org/abstracts/search?q=coaching%20culture" title=" coaching culture "> coaching culture </a> </p> <a href="https://publications.waset.org/abstracts/12339/line-managers-role-involvement-towards-creating-a-coaching-culture-in-nursing-area" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12339.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">448</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">286</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">285</span> Psychopathic Manager Behavior and the Employee Workplace Deviance: The Mediating Role of Revenge Motive, the Moderating Roles of Core Self-Evaluations and Attitude Importance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sinem%20Bulkan">Sinem Bulkan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study introduces the construct of psychopathic manager behaviour and aims for the development of psychopathic manager behaviour (Psycho-Man B) measure. The study also aims for the understanding of the relationship between psychopathic manager behaviour and workplace deviance while investigating the mediating role of a revenge motive and the moderating roles of the core self-evaluations and the attitude importance. Data were collected from 519 employees from a wide variety of jobs and industries who currently work for or previously worked for a manager in a collectivist culture, Turkey. Psycho-Man B Measure was developed resulting in five dimensions as opposed to the proposed ten dimensions. Simple linear and hierarchical regression analyses were conducted to test the hypotheses. The results of simple linear regression analyses showed that psychopathic manager behaviour was positively significantly related to supervisor-directed and organisation-directed deviance. Revenge motive towards the manager partially mediated the relationship between psychopathic manager behaviour and supervisor-directed deviance. Similarly, revenge motive towards the organisation partially mediated the relationship between psychopathic manager behaviour and organisation-directed deviance. Furthermore, no support was found for the expected moderating role of core self-evaluations in the revenge motive towards the manager-supervisor-directed deviance and revenge motive towards the organisation-organisation-directed deviance relationships. Attitude importance moderated the relationship between revenge motive towards the manager and supervisor-directed deviance; revenge motive towards the organisation and organisation-directed deviance. Moderated-mediation hypotheses were not supported for core self-evaluations but were supported for the attitude importance. Additional analyses for sub-dimensions were conducted to further examine the hypotheses. Demographic variables were examined through independent samples t-tests, and one way ANOVA. Finally, findings are discussed; limitations, suggestions and implications are presented. The major contribution of this study is that ‘psychopathic manager behaviour’ construct was introduced to the literature and a scale for the reliable identification of psychopathic manager behaviour was developed in to evaluate managers’ level of sub-clinical psychopathy in the workforce. The study introduced that employees engage in different forms of supervisor-directed deviance and organisation-directed deviance depending on the level of the emotions and personal goals. Supervisor-directed deviant behaviours and organisation-directed deviant behaviours became distinct in a way as impulsive and premeditated, active or passive, direct and indirect actions. Accordingly, it is important for organisations to notice that employees’ level of affective state and attitude importance for psychopathic manager behaviours predetermine the certain type of employee deviant behaviours. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitude%20importance" title="attitude importance">attitude importance</a>, <a href="https://publications.waset.org/abstracts/search?q=core%20self%20evaluations" title=" core self evaluations"> core self evaluations</a>, <a href="https://publications.waset.org/abstracts/search?q=psychopathic%20manager%20behaviour" title=" psychopathic manager behaviour"> psychopathic manager behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=revenge%20motive" title=" revenge motive"> revenge motive</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20deviance" title=" workplace deviance"> workplace deviance</a> </p> <a href="https://publications.waset.org/abstracts/70525/psychopathic-manager-behavior-and-the-employee-workplace-deviance-the-mediating-role-of-revenge-motive-the-moderating-roles-of-core-self-evaluations-and-attitude-importance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/70525.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">270</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">284</span> Quality Business Ethics: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fotis%20Vouzas">Fotis Vouzas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is an attempt to investigate the Business Ethics link to Quality Management. Business Ethics as a management practice is well rooted in many organizations, but its contribution to quality management implementation programs and practices is not well documented. The ISO 9000 and the Business Excellence frameworks and Awards seem to provide a basis for the implementation of a TQM philosophy contributing to efficiency, enhanced performance and sustainability. The author examines a series of Corporate Ethics initiatives and investigates the relationship to Total Quality Management in an MNC operating in Greece. The data gathering was carried out through extensive and in-depth interviews with several multiple informants, i.e., the plant manager, the production manager, and the personnel manager, using a semi-structured questionnaire with open-ended questions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20ethics" title=" business ethics"> business ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=Greece" title=" Greece"> Greece</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%209000" title=" ISO 9000"> ISO 9000</a> </p> <a href="https://publications.waset.org/abstracts/172550/quality-business-ethics-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/172550.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">77</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">283</span> Factors Affecting Employee’s Effectiveness at Job in Banking Sectors of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sajid%20Aman">Sajid Aman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Jobs in the banking sector in Pakistan are perceived as very tough, due to which employee turnover is very high. However, the managerial role is very important in influencing employees’ attitudes toward their turnout. This paper explores the manager’s role in influencing employees’ effectiveness on the job. The paper adopted a pragmatic approach by combining both qualitative and quantitative data. The study employed an exploratory sequential strategy under a mixed-method research design. Qualitative data was analyzed using thematic analysis. Five major themes, such as the manager’s attitude towards employees, his leadership style, listening to employee’s personal problems, provision of personal loans without interest and future career prospects, emerged as key factors increasing employee’s effectiveness in the banking sector. The quantitative data revealed that a manager’s attitude, leadership style, availability to listen to employees’ personal problems, and future career prospects and listening to employee’s personal problems are strongly associated with employees’ effectiveness at the job. However, personal loan without interest was noted as having no significant association with employee’s effectiveness at the job. The study concludes manager’s role is more important in the effectiveness of the employees at their job in the banking sector. It is suggested that managers should have a positive attitude towards employees and give time to listening to employee’s problems, even personal ones. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=banking%20sector" title="banking sector">banking sector</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20effectiveness" title=" employee’s effectiveness"> employee’s effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=manager%E2%80%99s%20role" title=" manager’s role"> manager’s role</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title=" leadership style"> leadership style</a> </p> <a href="https://publications.waset.org/abstracts/187054/factors-affecting-employees-effectiveness-at-job-in-banking-sectors-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187054.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">32</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">282</span> Dividend Policy, Overconfidence and Moral Hazard</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Richard%20Fairchild">Richard Fairchild</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdullah%20Al-Ghazali"> Abdullah Al-Ghazali</a>, <a href="https://publications.waset.org/abstracts/search?q=Yilmaz%20Guney"> Yilmaz Guney</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study analyses the relationship between managerial overconfidence, dividends, and firm value by developing theoretical models that examine the condition under which managerial overconfident, dividends, and firm value may be positive or negative. Furthermore, the models incorporate moral hazard, in terms of managerial effort shirking, and the potential for the manager to choose negative NPV projects, due to private benefits. Our models demonstrate that overconfidence can lead to higher dividends (when the manager is overconfident about his current ability) or lower dividends (when the manager is overconfident about his future ability). The models also demonstrate that higher overconfidence may result in an increase or a decrease in firm value. Numerical examples are illustrated for both models which interestingly support the models’ propositions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=behavioural%20corporate%20finance" title="behavioural corporate finance">behavioural corporate finance</a>, <a href="https://publications.waset.org/abstracts/search?q=dividend%20policy" title=" dividend policy"> dividend policy</a>, <a href="https://publications.waset.org/abstracts/search?q=overconfidence" title=" overconfidence"> overconfidence</a>, <a href="https://publications.waset.org/abstracts/search?q=moral%20hazard" title=" moral hazard"> moral hazard</a> </p> <a href="https://publications.waset.org/abstracts/33668/dividend-policy-overconfidence-and-moral-hazard" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33668.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">339</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">281</span> Responsibility of Corporate Manager: To Synthesize of the Different Theories by Economic, Political, Social, and Behavioral Perspectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bahram%20Soltani">Bahram Soltani</a>, <a href="https://publications.waset.org/abstracts/search?q=Louai%20Ghazieh"> Louai Ghazieh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Following the high profile financial scandals of 2007-2008, corporate management has been faced with strong pressures resulting from more regulatory requirements, as well as the increasing expectations of various groups of stakeholders. The responsibility acquired a big importance in front of this financial crisis. This responsibility requires more transparency and communication, inside the company with the collaborators and outside of the company with the society, while companies try to improve the degree of control and to authorize managers to realize the objectives of the company. The objective of this paper is to present the concept of the responsibility generally and the various types of manager’s responsibility in private individual within the company, as well as the explanatory theories of this responsibility through the various perspectives such as: economic, political, social and behavioral. This study should have academic and practical contributions particularly for regulators seeking to improve the companies’ practices and organizational functioning within capital market economy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=manager" title="manager">manager</a>, <a href="https://publications.waset.org/abstracts/search?q=accountability" title=" accountability"> accountability</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20performance" title=" corporate performance"> corporate performance</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20crisis" title=" financial crisis"> financial crisis</a>, <a href="https://publications.waset.org/abstracts/search?q=behavior" title=" behavior"> behavior</a> </p> <a href="https://publications.waset.org/abstracts/17677/responsibility-of-corporate-manager-to-synthesize-of-the-different-theories-by-economic-political-social-and-behavioral-perspectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17677.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">393</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">280</span> The Role of Law Corruption and Culture in Investment Fund Manager Fees</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Samir%20Assal">Samir Assal </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper considers an international sample of venture capital and private equity funds to assess the role of law, corruption and culture in setting fund manager fees in terms of their fixed management fees, carried interest performance fees, clawbacks of fees and cash versus share distributions of fees. The data highlight a role of legal conditions in shaping fees paid to fund managers. In countries with better legal conditions, fixed fees are lower, carried interest fees are higher, clawbacks are less likely, and share distributions are more likely. These findings suggest legal conditions help to align the interests of managers and shareholders. More specifically, we examine which element of legal conditions matter most, and discover that corruption levels play a pronounced role in shaping fund manager fee contracts. We also show that cultural forces such as Hofstede’s measures of power distance and uncertainty avoidance likewise play a role in influencing fees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=managerial%20compensation" title="managerial compensation">managerial compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=incentive%20contracts" title=" incentive contracts"> incentive contracts</a>, <a href="https://publications.waset.org/abstracts/search?q=private%20equity" title=" private equity"> private equity</a>, <a href="https://publications.waset.org/abstracts/search?q=law%20and%20finance" title=" law and finance "> law and finance </a> </p> <a href="https://publications.waset.org/abstracts/14537/the-role-of-law-corruption-and-culture-in-investment-fund-manager-fees" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14537.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">309</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">279</span> A Novel Technological Approach to Maintaining the Cold Chain during Transportation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Philip%20J.%20Purnell">Philip J. Purnell</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovators propose to use the Internet of Things to solve the problem of maintaining the cold chain during the transport of biopharmaceutical products. Sending a data logger with refrigerated goods is only useful to inform the recipient of the goods that they have either breached the cold chain and are therefore potentially spoiled or that they have not breached it and are therefore assumed to be in good condition. Connecting the data logger to the Internet of Things means that the supply chain manager will be informed in real-time of the exact location and the precise temperature of the material at any point on earth. Readable using a simple online interface, the supply chain manager will watch the progress of their material on a Google map together with accurate and crucially real-time temperature readings. The data logger will also send alarms to the supply chain manager if a cold chain breach becomes imminent allowing them time to contact the transporter and restore the cold chain before the material is affected. This development is expected to save billions of dollars in wasted biologics that currently arrive either spoiled or in an unreliable condition. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=internet%20of%20things" title="internet of things">internet of things</a>, <a href="https://publications.waset.org/abstracts/search?q=cold%20chain" title=" cold chain"> cold chain</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20logger" title=" data logger"> data logger</a>, <a href="https://publications.waset.org/abstracts/search?q=transportation" title=" transportation "> transportation </a> </p> <a href="https://publications.waset.org/abstracts/15660/a-novel-technological-approach-to-maintaining-the-cold-chain-during-transportation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15660.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">442</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">278</span> Management Competency in Logistical Function: The Skills That Will Master a Logistical Manager</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fatima%20Ibnchahid">Fatima Ibnchahid</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Competence approach is considered, since the early 80's as one of the major development of HR policies. Many approaches to manage the professional skills were declined. Some processes are mature whereas the others have been abandoned. Competence can be defined as the set of knowledge (theoretical and practical), know-how (experience) and life skills (personality traits) mobilized by a person in the company. The skills must master a logistics manager are divided into two main categories: depending on whether technical skills, or managerial skills and human. The firsts are broken down into skills on logistical techniques and on general skills in business, seconds in social skills (self with others) and personal (with oneself). Logisticians are faced with new challenges and new constraints that are revolutionizing the way to treat the physical movement of goods and operations related to information flows that trigger, they control and guide the physical movements of these major changes, we can mention the development of information technology and communication, the emergence of strong environmental and security constraints. These changes have important effects on the skills needs of the members of the logistical function and sensitive development for training requested by logistical managers to perform better in their job changes. In this article, we will address two main points, first, a brief overview of the management skills and secondly answer the question asked in the title of the article to know what are the skills that will master a logistical manager. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=skills" title="skills">skills</a>, <a href="https://publications.waset.org/abstracts/search?q=competence" title=" competence"> competence</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=logistical%20function" title=" logistical function"> logistical function</a> </p> <a href="https://publications.waset.org/abstracts/14953/management-competency-in-logistical-function-the-skills-that-will-master-a-logistical-manager" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14953.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">281</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">277</span> Architecture for QoS Based Service Selection Using Local Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gopinath%20Ganapathy">Gopinath Ganapathy</a>, <a href="https://publications.waset.org/abstracts/search?q=Chellammal%20Surianarayanan"> Chellammal Surianarayanan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Services are growing rapidly and generally they are aggregated into a composite service to accomplish complex business processes. There may be several services that offer the same required function of a particular task in a composite service. Hence a choice has to be made for selecting suitable services from alternative functionally similar services. Quality of Service (QoS)plays as a discriminating factor in selecting which component services should be selected to satisfy the quality requirements of a user during service composition. There are two categories of approaches for QoS based service selection, namely global and local approaches. Global approaches are known to be Non-Polynomial (NP) hard in time and offer poor scalability in large scale composition. As an alternative to global methods, local selection methods which reduce the search space by breaking up the large/complex problem of selecting services for the workflow into independent sub problems of selecting services for individual tasks are coming up. In this paper, distributed architecture for selecting services based on QoS using local selection is presented with an overview of local selection methodology. The architecture describes the core components, namely, selection manager and QoS manager needed to implement the local approach and their functions. Selection manager consists of two components namely constraint decomposer which decomposes the given global or workflow level constraints in local or task level constraints and service selector which selects appropriate service for each task with maximum utility, satisfying the corresponding local constraints. QoS manager manages the QoS information at two levels namely, service class level and individual service level. The architecture serves as an implementation model for local selection. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=architecture%20of%20service%20selection" title="architecture of service selection">architecture of service selection</a>, <a href="https://publications.waset.org/abstracts/search?q=local%20method%20for%20service%20selection" title=" local method for service selection"> local method for service selection</a>, <a href="https://publications.waset.org/abstracts/search?q=QoS%20based%20service%20selection" title=" QoS based service selection"> QoS based service selection</a>, <a href="https://publications.waset.org/abstracts/search?q=approaches%20for%20QoS%20based%20service%20selection" title=" approaches for QoS based service selection"> approaches for QoS based service selection</a> </p> <a href="https://publications.waset.org/abstracts/23484/architecture-for-qos-based-service-selection-using-local-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23484.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">426</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">276</span> Decision Support System for the Management and Maintenance of Sewer Networks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Bouamrane">A. Bouamrane</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20T.%20Bouziane"> M. T. Bouziane</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Boutebba"> K. Boutebba</a>, <a href="https://publications.waset.org/abstracts/search?q=Y.%20Djebbar"> Y. Djebbar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to develop a decision support tool to provide solutions to the problems of sewer networks management/maintenance in order to assist the manager to sort sections upon priority of intervention by taking account of the technical, economic, social and environmental standards as well as the managers’ strategy. This solution uses the Analytic Network Process (ANP) developed by Thomas Saaty, coupled with a set of tools for modelling and collecting integrated data from a geographic information system (GIS). It provides to the decision maker a tool adapted to the reality on the ground and effective in usage compared to the means and objectives of the manager. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=multi-criteria%20decision%20support" title="multi-criteria decision support">multi-criteria decision support</a>, <a href="https://publications.waset.org/abstracts/search?q=maintenance" title=" maintenance"> maintenance</a>, <a href="https://publications.waset.org/abstracts/search?q=Geographic%20Information%20System" title=" Geographic Information System"> Geographic Information System</a>, <a href="https://publications.waset.org/abstracts/search?q=modelling" title=" modelling"> modelling</a> </p> <a href="https://publications.waset.org/abstracts/21695/decision-support-system-for-the-management-and-maintenance-of-sewer-networks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21695.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">637</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">275</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">274</span> Development of Nursing Service System Integrated Case Manager Concept for the Patients with Epilepsy at the Tertiary Epilepsy Clinic of Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=C.%20Puangsawat">C. Puangsawat</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20Limotai"> C. Limotai</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Srikhachin"> P. Srikhachin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Bio-psycho-social caring was required for promoting the quality of life of the patients with epilepsy (PWE), despite controlled seizures. Multifaceted issues emerge at the epilepsy clinic. Unpredicted seizures, antiepileptic drug compliance problems/adverse effects, psychiatric, and social problems are all needed to be explored and managed. The Nursing Service System (NSS) at the tertiary epilepsy clinic (TEC) was consequently developed for improving the clinical care for PWE. Case manager concept was integrated as the framework guiding the processes and strategies used for developing the NSS as well as the roles of the multidisciplinary team at the clinic. This study aimed to report the outcomes of the developed NSS integrated case manager concept. The processes of our developed NSS program included 1) screening for patient’s problems using questionnaire prior to seeing epileptologists i.e., assessing the patient’s risk to develop acute seizures at the clinic, issues related to medication use, and uncovered psychiatric and social problems; and 2) assigning the patients at risk to be evaluated and managed by appropriate team. Nurses specializing in epilepsy in coordination with the multidisciplinary team implemented the NSS to promote coordinated work among the team which consists of epileptologists, nurses, pharmacists, psychologists, and social workers. Determination of the role of each person and their responsibilities along with joint care plan were clearly established. One year after implementation, the rate of acute seizure occurrence at the clinic was decreased, and satisfactory feedback from the patients was received. In order to achieve an optimal goal to promote self-management behaviors in PWE, continuing the NSS and systematic assessment of its effectiveness is required. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=case%20manager%20concept" title="case manager concept">case manager concept</a>, <a href="https://publications.waset.org/abstracts/search?q=nursing%20service%20system" title=" nursing service system"> nursing service system</a>, <a href="https://publications.waset.org/abstracts/search?q=patients%20with%20epilepsy" title=" patients with epilepsy"> patients with epilepsy</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20life" title=" quality of life"> quality of life</a> </p> <a href="https://publications.waset.org/abstracts/107297/development-of-nursing-service-system-integrated-case-manager-concept-for-the-patients-with-epilepsy-at-the-tertiary-epilepsy-clinic-of-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107297.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">124</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">273</span> A Verification Intellectual Property for Multi-Flow Rate Control on Any Single Flow Bus Functional Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pawamana%20Ramachandra">Pawamana Ramachandra</a>, <a href="https://publications.waset.org/abstracts/search?q=Jitesh%20Gupta"> Jitesh Gupta</a>, <a href="https://publications.waset.org/abstracts/search?q=Saranga%20P.%20Pogula"> Saranga P. Pogula</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In verification of high volume and complex packet processing IPs, finer control of flow management aspects (for example, rate, bits/sec etc.) per flow class (or a virtual channel or a software thread) is needed. When any Software/Universal Verification Methodology (UVM) thread arbitration is left to the simulator (e.g., Verilog Compiler Simulator (VCS) or Incisive Enterprise Simulator core simulation engine (NCSIM)), it is hard to predict its pattern of resulting distribution of bandwidth by the simulator thread arbitration. In many cases, the patterns desired in a test scenario may not be accomplished as the simulator might give a different distribution than what was required. This can lead to missing multiple traffic scenarios, specifically deadlock and starvation related. We invented a component (namely Flow Manager Verification IP) to be intervening between the application (test case) and the protocol VIP (with UVM sequencer) to control the bandwidth per thread/virtual channel/flow. The Flow Manager has knobs visible to the UVM sequence/test to configure the required distribution of rate per thread/virtual channel/flow. This works seamlessly and produces rate stimuli to further harness the Design Under Test (DUT) with asymmetric inputs compared to the programmed bandwidth/Quality of Service (QoS) distributions in the Design Under Test. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=flow%20manager" title="flow manager">flow manager</a>, <a href="https://publications.waset.org/abstracts/search?q=UVM%20sequencer" title=" UVM sequencer"> UVM sequencer</a>, <a href="https://publications.waset.org/abstracts/search?q=rated%20traffic%20generation" title=" rated traffic generation"> rated traffic generation</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20service" title=" quality of service"> quality of service</a> </p> <a href="https://publications.waset.org/abstracts/168765/a-verification-intellectual-property-for-multi-flow-rate-control-on-any-single-flow-bus-functional-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168765.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">99</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">272</span> Improving the Employee Transfer Experience within an Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Drew%20Fockler">Drew Fockler</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research examines how to improve an employee’s experience when transferring between departments within an organization. This research includes a historical review of a Canadian retail organization. Based on this historical review, gaps are identified between current and future visions to show where problems with existing training and development practices need to be resolved to reduce front-line employee turnover within an organization. The strategies within this paper support leaders through the LEAD: Listen, Explore, Act and Develop, Change Management Model. The LEAD Change Management Model supports the change process. This research proposes three possible solutions to improve an employee who is transferring between departments. The best solution to resolve the problem of improving an employee moving between departments experience is creating a Training Manager position within the retail store. A Training Manager position could support both employees and leadership with training and development of staff who are moving between departments. Within this research, an implementation plan using the TransX Model was created. The TransX Model is a hybrid of Leader-Member Exchange Theory and Transformational Leadership Theory to facilitate this organizational change within an organization by creating a common vision. Finally, this research provides the next steps as well as future considerations to enhance the training manager role within an organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20transfers" title="employee transfers">employee transfers</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20induction" title=" employee induction"> employee induction</a>, <a href="https://publications.waset.org/abstracts/search?q=TransX%20model" title=" TransX model"> TransX model</a>, <a href="https://publications.waset.org/abstracts/search?q=lead%20change%20management%20model" title=" lead change management model"> lead change management model</a> </p> <a href="https://publications.waset.org/abstracts/165103/improving-the-employee-transfer-experience-within-an-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165103.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">77</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">271</span> Toward a New Approach for Modeling Lean, Agile and Leagile Supply Chains</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bouchra%20Abdelilah">Bouchra Abdelilah</a>, <a href="https://publications.waset.org/abstracts/search?q=Akram%20El%20Korchi"> Akram El Korchi</a>, <a href="https://publications.waset.org/abstracts/search?q=Atmane%20Baddou"> Atmane Baddou</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the very competitive business era that we witness nowadays, companies needs more that anytime to use all the resources they have in order to maximize performance and satisfy the customers’ needs. The changes occurring in the market business are often due to the variations of demand, which requires a very specific supply chain strategy. Supply chains aims to balance cost, quality, and service level and lead time. Still, managers are confused when faced with the strategies working the best for the supply chain: lean, agile and leagile. This paper presents a decision making tool that aims to assist the manager in choosing the supply chain strategy that suits the most his business, depending on the type of product and the nature of demand. Analyzing the different characteristics of supply chain will enable us to guide the manager to the suitable strategy between lean, agile and leagile. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title="supply chain">supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=agile" title=" agile"> agile</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a> </p> <a href="https://publications.waset.org/abstracts/29465/toward-a-new-approach-for-modeling-lean-agile-and-leagile-supply-chains" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29465.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">858</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">270</span> A Scenario-Based Experiment Comparing Managerial and Front-Line Employee Apologies in Terms of Customers' Perceived Justice, Satisfaction, and Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ioana%20Dallinger">Ioana Dallinger</a>, <a href="https://publications.waset.org/abstracts/search?q=Vincent%20P.%20Magnini"> Vincent P. Magnini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to the many moving parts and high human component, mistakes and failures sometimes occur during transactions in service environments. Because a certain portion of such failures is unavoidable, many service providers constantly look for guidance regarding optimal ways by which they should manage failures and recoveries. Through the use of a scenario-based experiment, the findings of this study run counter to the empowerment approach (i.e. that frontline employees should be empowered to resolve failure situations on their own doing). Specifically, this study finds that customers’ perceptions of distributive, procedural, and interactional justice are significantly higher [p-values < .05] when a manager delivers an apology as opposed to the frontline provider. Moreover, customers’ satisfaction with the recovery and commitment to the firm are also significantly stronger [p-values < .05] when a manager apologizes. Interestingly, this study also empirically tests the effects of combined apologies of both the manager and employee and finds that the combined approach yields better results for customers’ interactional justice perceptions and for their satisfaction with recovery, but not for their distributive or procedural justice perceptions or consequent commitment to the firm. This study can serve a springboard for further research. For example, perceptions and attitudes regarding employee empowerment vary based upon country culture. Furthermore, there are likely a number of factors that can moderate the cause and effect relationship between a failure recovery and customers’ post-recovery perceptions [e.g. the severity of the failure]. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=apology" title="apology">apology</a>, <a href="https://publications.waset.org/abstracts/search?q=empowerment" title=" empowerment"> empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20failure%20recovery" title=" service failure recovery"> service failure recovery</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20recovery" title=" service recovery"> service recovery</a> </p> <a href="https://publications.waset.org/abstracts/65384/a-scenario-based-experiment-comparing-managerial-and-front-line-employee-apologies-in-terms-of-customers-perceived-justice-satisfaction-and-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65384.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">296</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">269</span> Identification of Factors Affecting Labor Productivity in Construction Projects of Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elham%20Dehghan">Elham Dehghan</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Shirzadi%20Javid"> A. Shirzadi Javid</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohsen%20Tadayon"> Mohsen Tadayon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Labor productivity is very important and gained special concerns among professionals in the construction industry, worldwide. Productivity improvements on labors achieve higher cost savings with minimal investment. Due to the fact that profit margins are small on construction projects, cost savings associated with productivity are crucial to become a successful contractor. This research program studies and highlights the factors affecting labor productivity in Iranian construction industry. A questionnaire was used to gather the relevant data from respondents who involve in managing various types of projects in wide areas in Iran. It involved ranking 57 predefined factors divided into 5 categories: Human/Labor; Financial; Management; Equipments/Materials and Environmental. Total 62 feedbacks were analyzed through the Relative Importance Index (RII) technique. The top ten factors affecting construction labor productivity in Iran are: 1) Professional capability of contractor project manager, 2) skills of contractor’s project management team, 3) professional capability of owner project manager, 4) professional capability of Consulting Project manager, 5) discipline working, 6) delay payments by the owner, 7) material shortages, 8) delays in delivery of materials, 9) turnover power of the owner, 10) poor site management. Recommendations have been made in the study to address these factors. The research has direct benefits to key stakeholders in Iranian construction industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iranian%20construction%20projects" title="Iranian construction projects">Iranian construction projects</a>, <a href="https://publications.waset.org/abstracts/search?q=labor" title=" labor"> labor</a>, <a href="https://publications.waset.org/abstracts/search?q=productivity" title=" productivity"> productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=relative%20importance%20index" title=" relative importance index"> relative importance index</a> </p> <a href="https://publications.waset.org/abstracts/53566/identification-of-factors-affecting-labor-productivity-in-construction-projects-of-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53566.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">264</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">268</span> A Bottleneck-Aware Power Management Scheme in Heterogeneous Processors for Web Apps</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Inyoung%20Park">Inyoung Park</a>, <a href="https://publications.waset.org/abstracts/search?q=Youngjoo%20Woo"> Youngjoo Woo</a>, <a href="https://publications.waset.org/abstracts/search?q=Euiseong%20Seo"> Euiseong Seo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the advent of WebGL, Web apps are now able to provide high quality graphics by utilizing the underlying graphic processing units (GPUs). Despite that the Web apps are becoming common and popular, the current power management schemes, which were devised for the conventional native applications, are suboptimal for Web apps because of the additional layer, the Web browser, between OS and application. The Web browser running on a CPU issues GL commands, which are for rendering images to be displayed by the Web app currently running, to the GPU and the GPU processes them. The size and number of issued GL commands determine the processing load of the GPU. While the GPU is processing the GL commands, CPU simultaneously executes the other compute intensive threads. The actual user experience will be determined by either CPU processing or GPU processing depending on which of the two is the more demanded resource. For example, when the GPU work queue is saturated by the outstanding commands, lowering the performance level of the CPU does not affect the user experience because it is already deteriorated by the retarded execution of GPU commands. Consequently, it would be desirable to lower CPU or GPU performance level to save energy when the other resource is saturated and becomes a bottleneck in the execution flow. Based on this observation, we propose a power management scheme that is specialized for the Web app runtime environment. This approach incurs two technical challenges; identification of the bottleneck resource and determination of the appropriate performance level for unsaturated resource. The proposed power management scheme uses the CPU utilization level of the Window Manager to tell which one is the bottleneck if exists. The Window Manager draws the final screen using the processed results delivered from the GPU. Thus, the Window Manager is on the critical path that determines the quality of user experience and purely executed by the CPU. The proposed scheme uses the weighted average of the Window Manager utilization to prevent excessive sensitivity and fluctuation. We classified Web apps into three categories using the analysis results that measure frame-per-second (FPS) changes under diverse CPU/GPU clock combinations. The results showed that the capability of the CPU decides user experience when the Window Manager utilization is above 90% and consequently, the proposed scheme decreases the performance level of CPU by one step. On the contrary, when its utilization is less than 60%, the bottleneck usually lies in the GPU and it is desirable to decrease the performance of GPU. Even the processing unit that is not on critical path, excessive performance drop can occur and that may adversely affect the user experience. Therefore, our scheme lowers the frequency gradually, until it finds an appropriate level by periodically checking the CPU utilization. The proposed scheme reduced the energy consumption by 10.34% on average in comparison to the conventional Linux kernel, and it worsened their FPS by 1.07% only on average. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=interactive%20applications" title="interactive applications">interactive applications</a>, <a href="https://publications.waset.org/abstracts/search?q=power%20management" title=" power management"> power management</a>, <a href="https://publications.waset.org/abstracts/search?q=QoS" title=" QoS"> QoS</a>, <a href="https://publications.waset.org/abstracts/search?q=Web%20apps" title=" Web apps"> Web apps</a>, <a href="https://publications.waset.org/abstracts/search?q=WebGL" title=" WebGL"> WebGL</a> </p> <a href="https://publications.waset.org/abstracts/67318/a-bottleneck-aware-power-management-scheme-in-heterogeneous-processors-for-web-apps" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67318.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">267</span> Importance of Risk Assessment in Managers´ Decision-Making Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M%C3%A1ria%20Hud%C3%A1kov%C3%A1">Mária Hudáková</a>, <a href="https://publications.waset.org/abstracts/search?q=Vladim%C3%ADr%20M%C3%ADka"> Vladimír Míka</a>, <a href="https://publications.waset.org/abstracts/search?q=Katar%C3%ADna%20Holl%C3%A1"> Katarína Hollá</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Making decisions is the core of management and a result of conscious activities which is under way in a particular environment and concrete conditions. The managers decide about the goals, procedures and about the methods how to respond to the changes and to the problems which developed. Their decisions affect the effectiveness, quality, economy and the overall successfulness in every organisation. In spite of this fact, they do not pay sufficient attention to the individual steps of the decision-making process. They emphasise more how to cope with the individual methods and techniques of making decisions and forget about the way how to cope with analysing the problem or assessing the individual solution variants. In many cases, the underestimating of the analytical phase can lead to an incorrect assessment of the problem and this can then negatively influence its further solution. Based on our analysis of the theoretical solutions by individual authors who are dealing with this area and the realised research in Slovakia and also abroad we can recognise an insufficient interest of the managers to assess the risks in the decision-making process. The goal of this paper is to assess the risks in the managers´ decision-making process relating to the conditions of the environment, to the subject’s activity (the manager’s personality), to the insufficient assessment of individual variants for solving the problems but also to situations when the arisen problem is not solved. The benefit of this paper is the effort to increase the need of the managers to deal with the risks during the decision-making process. It is important for every manager to assess the risks in his/her decision-making process and to make efforts to take such decisions which reflect the basic conditions, states and development of the environment in the best way and especially for the managers´ decisions to contribute to achieving the determined goals of the organisation as effectively as possible. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=risk" title="risk">risk</a>, <a href="https://publications.waset.org/abstracts/search?q=decision-making" title=" decision-making"> decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=manager" title=" manager"> manager</a>, <a href="https://publications.waset.org/abstracts/search?q=process" title=" process"> process</a>, <a href="https://publications.waset.org/abstracts/search?q=analysis" title=" analysis"> analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=source%20of%20risk" title=" source of risk"> source of risk</a> </p> <a href="https://publications.waset.org/abstracts/59476/importance-of-risk-assessment-in-managers-decision-making-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59476.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">264</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">266</span> One or More Building Information Modeling Managers in France: The Confusion of the Kind</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Blanchard">S. Blanchard</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20Beladjine"> D. Beladjine</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Beddiar"> K. Beddiar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since 2015, the arrival of BIM in the building sector in France has turned the corporation world upside down. Not only constructive practices have been impacted, but also the uses and the men who have undergone important changes. Thus, the new collaborative mode generated by the BIM and the digital model has challenged the supremacy of some construction actors because the process involves working together taking into account the needs of other contributors. New BIM tools have emerged and actors in the act of building must take ownership of them. It is in this context that under the impetus of a European directive and the French government's encouragement of new missions and job profiles have. Moreover, concurrent engineering requires that each actor can advance at the same time as the others, at the whim of the information that reaches him, and the information he has to transmit. However, in the French legal system around public procurement, things are not planned in this direction. Also, a consequent evolution must take place to adapt to the methodology. The new missions generated by the BIM in France require a good mastery of the tools and the process. Also, to meet the objectives of the BIM approach, it is possible to define a typical job profile around the BIM, adapted to the various sectors concerned. The multitude of job offers using the same terms with very different objectives and the complexity of the proposed missions motivated by our approach. In order to reinforce exchanges with professionals or specialists, we carried out a statistical study to answer this problem. Five topics are discussed around the business area: the BIM in the company, the function (business), software used and BIM missions practiced (39 items). About 1400 professionals were interviewed. These people work in companies (micro businesses, SMEs, and Groups) of construction, engineering offices or, architectural agencies. 77% of respondents have the status of employees. All participants are graduated in their trade, the majority having level 1. Most people have less than a year of experience in BIM, but some have 10 years. The results of our survey help to understand why it is not possible to define a single type of BIM Manager. Indeed, the specificities of the companies are so numerous and complex and the missions so varied, that there is not a single model for a function. On the other hand, it was possible to define 3 main professions around the BIM (Manager, Coordinator and Modeler) and 3 main missions for the BIM Manager (deployment of the method, assistance to project management and management of a project). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=BIM%20manager" title="BIM manager">BIM manager</a>, <a href="https://publications.waset.org/abstracts/search?q=BIM%20modeler" title=" BIM modeler"> BIM modeler</a>, <a href="https://publications.waset.org/abstracts/search?q=BIM%20coordinator" title=" BIM coordinator"> BIM coordinator</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a> </p> <a href="https://publications.waset.org/abstracts/84835/one-or-more-building-information-modeling-managers-in-france-the-confusion-of-the-kind" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/84835.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">265</span> Strategic Tools for Entrepreneurship: Model Proposal for Manufacturing Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chiara%20Mansanta">Chiara Mansanta</a>, <a href="https://publications.waset.org/abstracts/search?q=Daniela%20Sani"> Daniela Sani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present paper presents the further development of the application of a standard methodology to boost innovation inside real case studies of manufacturing companies. The proposed methodology provides a viable solution for manufacturing companies that have to evaluate new business ideas. The study underlined the concept of entrepreneurship and how a manager can use it to promote innovation inside their companies. Starting from a literature study on entrepreneurship, this paper examines the role of the manager in supporting a company’s development. The empirical part of the study is based on two manufacturing companies that used the proposed methodology to favour entrepreneurship through an alternative approach. The research demonstrated the need for companies to have a structured and well-defined methodology to achieve their goals. The purpose of this article is to understand the significance of business models inside companies and explore how they affect business strategy and innovation management. The idea is to use business models to support entrepreneurs in their decision-making processes, reducing risks and avoiding errors. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title="entrepreneurship">entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20companies" title=" manufacturing companies"> manufacturing companies</a>, <a href="https://publications.waset.org/abstracts/search?q=solution%20validation" title=" solution validation"> solution validation</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a> </p> <a href="https://publications.waset.org/abstracts/164943/strategic-tools-for-entrepreneurship-model-proposal-for-manufacturing-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164943.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">95</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">264</span> Statistical Quality Control on Assignable Causes of Variation on Cement Production in Ashaka Cement PLC Gombe State</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamisu%20Idi">Hamisu Idi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study focuses on studying the impact of influencer recommendation in the quality of cement production. Exploratory research was done on monthly basis, where data were obtained from secondary source i.e. the record kept by an automated recompilation machine. The machine keeps all the records of the mills downtime which the process manager checks for validation and refer the fault (if any) to the department responsible for maintenance or measurement taking so as to prevent future occurrence. The findings indicated that the product of the Ashaka Cement Plc. were considered as qualitative, since all the production processes were found to be in control (preset specifications) with the exception of the natural cause of variation which is normal in the production process as it will not affect the outcome of the product. It is reduced to the bearest minimum since it cannot be totally eliminated. It is also hopeful that the findings of this study would be of great assistance to the management of Ashaka cement factory and the process manager in particular at various levels in the monitoring and implementation of statistical process control. This study is therefore of great contribution to the knowledge in this regard and it is hopeful that it would open more research in that direction. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cement" title="cement">cement</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=variation" title=" variation"> variation</a>, <a href="https://publications.waset.org/abstracts/search?q=assignable%20cause" title=" assignable cause"> assignable cause</a>, <a href="https://publications.waset.org/abstracts/search?q=common%20cause" title=" common cause"> common cause</a> </p> <a href="https://publications.waset.org/abstracts/48594/statistical-quality-control-on-assignable-causes-of-variation-on-cement-production-in-ashaka-cement-plc-gombe-state" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48594.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">261</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">263</span> Managers' Awareness of Employees' Mental Health in Small- and Medium-Sized Enterprises in Underpopulated Mountainous Areas</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Susumu%20Fukita">Susumu Fukita</a>, <a href="https://publications.waset.org/abstracts/search?q=Hiromi%20Kawasaki"> Hiromi Kawasaki</a>, <a href="https://publications.waset.org/abstracts/search?q=Satoko%20Yamasaki"> Satoko Yamasaki</a>, <a href="https://publications.waset.org/abstracts/search?q=Kotomi%20Yamashita"> Kotomi Yamashita</a>, <a href="https://publications.waset.org/abstracts/search?q=Tomoko%20Iki"> Tomoko Iki</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The increase in the number of workers with mental health problems has become an issue. Many workers work in small- and medium-sized enterprises, which often support local employment and economy, especially in underpopulated mountainous areas. It is important for managers to take mental health measures for employees since there is no budget to hire health staff in small- and medium-sized enterprises. It is necessary to understand the manager's attitude toward the mental health of employees and to publicly support the manager in promoting mental health measures for employees. The purpose of this study was to study the awareness of managers of small- and medium-sized enterprises regarding the mental health of employees and to consider support for managers to take measures for the mental health of employees. Semi-structured interviews were conducted with six managers of small- and medium-sized enterprises in underpopulated mountainous areas in November 2019. Managers were asked about their awareness of the mental health of their employees. Qualitative descriptive analysis was used, and subcategories and categories were extracted. Four categories emerged. Regarding the mental health of employees, the managers acknowledged that if the appearance and behavior of the employees do not interfere with their lives, the manager judges that the employees’ mental health is normal. It was also found that the managers acknowledged that there is a comfortable working environment due to the characteristics of the underpopulated mountainous area. On the other hand, the managers acknowledged that employees are dissatisfied with salaries and management systems. In addition, it was found the manager acknowledged that some employees retire due to mental health problems. Although managers recognized that employees may be dissatisfied with salaries, they also recognized that there was a comfortable working environment due to the characteristics of the areas, with good interpersonal relationships. Economic challenges are difficult to solve in underpopulated mountainous areas. It is useful to consider measures that take advantage of the characteristics of the areas where it is easy to work because of good relations with each other, for example, to create a family-like workplace culture where managers and employees can engage in daily conversation. The managers judged that the employees were in good health if there was no interference with their lives. However, it is too late to take measures at the stage when it becomes an obstacle to life. Therefore, it is necessary to provide training for managers to learn observation techniques by which they quickly notice changes in the situation of employees and give appropriate responses; and to set up a contact point for managers to consult. Local governments should actively provide public support such as training for managers and establishing consultation desks to maintain valuable employment and local economics in underpopulated mountainous areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer" title="employer">employer</a>, <a href="https://publications.waset.org/abstracts/search?q=mental%20health" title=" mental health"> mental health</a>, <a href="https://publications.waset.org/abstracts/search?q=small-%20and%20medium-%20sized%20enterprises" title=" small- and medium- sized enterprises"> small- and medium- sized enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=underpopulated%20areas" title=" underpopulated areas"> underpopulated areas</a> </p> <a href="https://publications.waset.org/abstracts/132856/managers-awareness-of-employees-mental-health-in-small-and-medium-sized-enterprises-in-underpopulated-mountainous-areas" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/132856.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">144</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">262</span> Smart Beta Portfolio Optimization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saud%20Al%20Mahdi">Saud Al Mahdi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Traditionally,portfolio managers have been discouraged from timing the market. This means, for example, that equity managers have been forced to adhere strictly to a benchmark with static or relatively stable components, such as the SP 500 or the Russell 3000. This means that the portfolio’s exposures to all risk factors should mimic as closely as possible the corresponding exposures of the benchmark. The main risk factor, of course, is the market itself. Effectively, a long-only portfolio would be constrained to have a beta 1. More recently, however, managers have been given greater discretion to adjust their portfolio’s risk exposures (in particular, the beta of their portfolio) dynamically to match the manager’s beliefs about future performance of the risk factors themselves. This freedom translates into the manager’s ability to adjust the portfolio’s beta dynamically. These strategies have come to be known as smart beta strategies. Adjusting beta dynamically amounts to attempting to "time" the market; that is, to increase exposure when one anticipates that the market will rise, and to decrease it when one anticipates that the market will fall. Traditionally, market timing has been believed to be impossible to perform effectively and consistently. Moreover, if a majority of market participants do it, their combined actions could destabilize the market. The aim of this project is to investigate so-called smart beta strategies to determine if they really can add value, or if they are merely marketing gimmicks used to sell dubious investment strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=beta" title="beta">beta</a>, <a href="https://publications.waset.org/abstracts/search?q=alpha" title=" alpha"> alpha</a>, <a href="https://publications.waset.org/abstracts/search?q=active%20portfolio%20management" title=" active portfolio management"> active portfolio management</a>, <a href="https://publications.waset.org/abstracts/search?q=trading%20strategies" title=" trading strategies "> trading strategies </a> </p> <a href="https://publications.waset.org/abstracts/28119/smart-beta-portfolio-optimization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28119.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">355</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=manager&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=manager&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=manager&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=manager&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=manager&page=6">6</a></li> <li class="page-item"><a class="page-link" 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