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manager</title> <meta name="description" content="Search results for: middle manager"> <meta name="keywords" content="middle 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 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="middle 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> 1901</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: middle manager</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1901</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">1900</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">1899</span> Design of Middleware for Mobile Group Control in Physical Proximity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Moon-Tak%20Oh">Moon-Tak Oh</a>, <a href="https://publications.waset.org/abstracts/search?q=Kyung-Min%20Park"> Kyung-Min Park</a>, <a href="https://publications.waset.org/abstracts/search?q=Tae-Eun%20Yoon"> Tae-Eun Yoon</a>, <a href="https://publications.waset.org/abstracts/search?q=Hoon%20Choi"> Hoon Choi</a>, <a href="https://publications.waset.org/abstracts/search?q=Chil-Woo%20Lee"> Chil-Woo Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is about middle-ware which enables group-user applications on mobile devices in physical proximity to interact with other devices without intervention of a central server. Requirements of the middle-ware are identified from service usage scenarios, and the functional architecture of the middle-ware is specified. These requirements include group management, synchronization, and resource management. Group Management needs to provide various capabilities to such applications with respect to managing multiple users (e.g., creation of groups, discovery of group or individual users, member join/leave, election of a group manager and service-group association) using D2D communication technology. We designed the middle-ware for the above requirements on the Android platform. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=group%20user" title="group user">group user</a>, <a href="https://publications.waset.org/abstracts/search?q=middleware" title=" middleware"> middleware</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20service" title=" mobile service"> mobile service</a>, <a href="https://publications.waset.org/abstracts/search?q=physical%20proximity" title=" physical proximity"> physical proximity</a> </p> <a href="https://publications.waset.org/abstracts/2331/design-of-middleware-for-mobile-group-control-in-physical-proximity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2331.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">506</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">1898</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">1897</span> Examining the Influence of Organisational Culture on Middle Leadership in Primary Schools in Saudi Arabia and United Kingdom</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saeed%20Musaid%20Alzahrani">Saeed Musaid Alzahrani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Shared values, beliefs, norms and assumptions within the organisation can affect personal and team effectiveness. Organisational culture can also affect the performance of organisational members. The nature of middle leadership in a primary school is largely influenced by organizational culture. The effectiveness of middle leadership in primary schools and their performance is strongly determined by the circumstances in which they work and can be political or institutional. This study aims to examine the influence of organisational culture and government policy on the performance and effectiveness of middle managers, using the English and Saudi education systems as case studies. To examine how education policy conditions educational discourse, and answer the research questions, there is a need to collect qualitative data on middle manager’s perceptions and experiences in the English and Saudi Arabian contexts. The study involved a qualitative and interpretative approach. In-depth interviews with 6 middle managers and school supervisors in 3 English primary schools and 6 middle managers in 3 Saudi Arabian primary schools were conducted to answer the research questions. The study also included ethnographic tools such as observations of a sample of three primary schools in both England and Saudi Arabia where the researcher observed middle managers’ interactions with their peers. The sample of three enabled the study to identify trends and make comparisons between leadership approaches in both systems based on observations without the bias of prescriptions. The use of ethnographic tools not only makes the study empirical but also increases the reliability and validity of the findings by reducing prescriptive bias. The observations will be triangulated with the results of the interviews to draw comparisons and conclusions on whether middle managers act as leaders or as followers in their respective political contexts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=education%20management" title="education management">education management</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20education%20policies" title=" government education policies"> government education policies</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20managers" title=" middle managers"> middle managers</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a> </p> <a href="https://publications.waset.org/abstracts/65448/examining-the-influence-of-organisational-culture-on-middle-leadership-in-primary-schools-in-saudi-arabia-and-united-kingdom" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65448.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">240</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1896</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">1895</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">1894</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">1893</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">1892</span> The Role of Middle Managers SBU's in Context of Change: Sense-Making Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hala%20Alioua">Hala Alioua</a>, <a href="https://publications.waset.org/abstracts/search?q=Alberic%20Tellier"> Alberic Tellier</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is designed to spotlight the research on corporate strategic planning, by emphasizing the role of middle manager of SBU’s and related issues such as the context of vision change. Previous research on strategic vision has been focused principally at the SME, with relatively limited consideration given to the role of middle managers SBU’s in the context of change. This project of research has been done by using a single case study. We formulated through our immersion for 2.5 years on the ground and by a qualitative method and abduction approach. This entity that we analyze is a subsidiary of multinational companies headquartered in Germany, specialized in manufacturing automotive equipment. The "Delta Company" is a French manufacturing plant that has undergone numerous changes over the past three years. The two major strategic changes that have a significant impact on the Delta plant are the strengths of its core business through « lead plant strategy» in 2011 and the implementation of a new strategic vision in 2014. These consecutive changes impact the purpose of the mission of the middle managers. The plant managers ask the following questions: How the middle managers make sense of the corporate strategic planning imposed by the parent company? How they appropriate the new vision and decline it into actions on the ground? We chose the individual interview technique through open-ended questions as the source of data collection. We first of all carried out an exploratory approach by interviewing 8 members of the Management committee’s decision and 19 heads of services. The first findings and results show that exist a divergence of opinion and interpretations of the corporate strategic planning among organization members and there are difficulties to make sense and interpretations of the signals of the environment. The lead plant strategy enables new projects which insure the workload of Delta Company. Nevertheless, it creates a tension and stress among the middle managers because its provoke lack of resources to the detriment of their main jobs as manufacturer plant. The middle managers does not have a clear vision and they are wondering if the new strategic vision means more autonomy and less support from the group. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change" title="change">change</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20managers" title=" middle managers"> middle managers</a>, <a href="https://publications.waset.org/abstracts/search?q=vision" title=" vision"> vision</a>, <a href="https://publications.waset.org/abstracts/search?q=sensemaking" title=" sensemaking"> sensemaking</a> </p> <a href="https://publications.waset.org/abstracts/22561/the-role-of-middle-managers-sbus-in-context-of-change-sense-making-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22561.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">401</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1891</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">1890</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">1889</span> Navigating through Uncertainty: An Explorative Study of Managers’ Experiences in China-foreign Cooperative Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Qian%20Wang">Qian Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Haibo%20Gu"> Haibo Gu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To drive practical interpretations and applications of various policies in building the transnational education joint-ventures, middle managers learn to navigate through uncertainties and ambiguities. However, the current literature views very little about those middle managers’ experiences, perceptions, and practices. This paper takes the empirical approach and aims to uncover the middle managers’ experiences by conducting interviews, campus visits, and document analysis. Following the qualitative research method approach, the researchers gathered information from a mixture of fourteen foreign and Chinese managers. Their perceptions of the China-foreign cooperation in higher education and their perceived roles have offered important, valuable insights to this group of people’s attitudes and management performances. The diverse cultural and demographic backgrounds contributed to the significance of the study. There are four key findings. One, middle managers’ immediate micro-contexts and individual attitudes are the top two influential factors in managers’ performances. Two, the foreign middle managers showed a stronger sense of self-identity in risk-taking. Three, the Chinese middle managers preferred to see difficulties as part of their assigned responsibilities. Four, middle managers in independent universities demonstrated a stronger sense of belonging and fewer frustrations than middle managers in secondary institutes. The researchers propose that training for managers in a transnational educational setting should consider these discoveries when select fitting topics and content. In particular, middle managers should be better prepared to anticipate their everyday jobs in the micro-environment; hence, information concerning sponsor organizations’ working culture is as essential as knowing the national and local regulations, and socio-culture. Different case studies can help the managers to recognize and celebrate the diversity in transnational education. Situational stories can help them to become aware of the diverse and wide range of work contexts so that they will not feel to be left alone when facing challenges without relevant previous experience or training. Though this research is a case study based in the Chinese transnational higher education setting, the implications could be relevant and comparable to other transnational higher education situations and help to continue expanding the potential applications in this field. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=educational%20management" title="educational management">educational management</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20manager%20performance" title=" middle manager performance"> middle manager performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transnational%20higher%20education" title=" transnational higher education"> transnational higher education</a> </p> <a href="https://publications.waset.org/abstracts/112573/navigating-through-uncertainty-an-explorative-study-of-managers-experiences-in-china-foreign-cooperative-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/112573.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">163</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1888</span> “The Day I Became a Woman” by Marziyeh Meshkiny: An Analysis of the Cinematographic Image of the Middle East</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ana%20Carolina%20Domingues">Ana Carolina Domingues</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This work presents the preliminary results of the above-titled doctoral research. Based on this film and on Middle East authors who discuss films made by women, it has been concluded so far, that it is part of a larger movement, which together with other productions, show the perceptions of the world of these women, who see the world otherwise, for not holding positions of power. These modes of perception revealed from the encounter of women with the cameras, educate viewers to denaturalize the impressions constructed in relation to the Middle East. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cinema" title="cinema">cinema</a>, <a href="https://publications.waset.org/abstracts/search?q=image" title=" image"> image</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20east" title=" middle east"> middle east</a>, <a href="https://publications.waset.org/abstracts/search?q=women" title=" women"> women</a> </p> <a href="https://publications.waset.org/abstracts/152988/the-day-i-became-a-woman-by-marziyeh-meshkiny-an-analysis-of-the-cinematographic-image-of-the-middle-east" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/152988.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">117</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1887</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">1886</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">1885</span> The Role of Middle Class in Forming of Consumption Habits of Market Institutions among Kazakh Households in Transition Period</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Daurenbek%20Kuleimenov">Daurenbek Kuleimenov</a>, <a href="https://publications.waset.org/abstracts/search?q=Elmira%20Otar"> Elmira Otar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Market institutions extension within transit societies contributes to constituting the new type of middle class and households livelihood strategies. The middle class households as an example of prosperity in many cases encourage the ordinary ones to do the same economic actions. Therefore, practices of using market institutions by middle class households in transit societies, which are mostly characterized by huge influence of traditional attitudes, can carry habitual features for the whole society. Market institutions consumption habit of the middle class households makes them trendsetters of economic habits of other households while adapting to the market economy. Moreover different social-economic positions of households lead them to different consuming results such as worsening or improving household economy due to indebtedness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=middle%20class" title="middle class">middle class</a>, <a href="https://publications.waset.org/abstracts/search?q=households" title=" households"> households</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20institutions" title=" market institutions"> market institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=transition" title=" transition"> transition</a> </p> <a href="https://publications.waset.org/abstracts/2462/the-role-of-middle-class-in-forming-of-consumption-habits-of-market-institutions-among-kazakh-households-in-transition-period" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2462.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">371</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">1884</span> Ex-Post Export Data for Differentiated Products Revealing the Existence of Productcycles </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ranajoy%20Bhattcharyya">Ranajoy Bhattcharyya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We estimate international product cycles as shifting product spaces by using 1976 to 2010 UN Comtrade data on all differentiated tradable products in all countries. We use a product space approach to identify the representative product baskets of high-, middle and low-income countries and then use these baskets to identify the patterns of change in comparative advantage of countries over time. We find evidence of a product cycle in two senses: First, high-, middle- and low-income countries differ in comparative advantage, and high-income products migrate to the middle-income basket. A similar pattern is observed for middle- and low-income countries. Our estimation of the lag shows that middle-income countries tend to quickly take up the products of high-income countries, but low-income countries take a longer time absorbing these products. Thus, the gap between low- and middle-income countries is considerably higher than that between middle- and high-income nations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=product%20cycle" title="product cycle">product cycle</a>, <a href="https://publications.waset.org/abstracts/search?q=comparative%20advantage" title=" comparative advantage"> comparative advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=representative%20product%20basket" title=" representative product basket"> representative product basket</a>, <a href="https://publications.waset.org/abstracts/search?q=ex-post%20data" title=" ex-post data "> ex-post data </a> </p> <a href="https://publications.waset.org/abstracts/22221/ex-post-export-data-for-differentiated-products-revealing-the-existence-of-productcycles" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22221.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">420</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1883</span> Domination Parameters of Middle Graphs: Connected and Outer-Connected Perspectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Behnaz%20Pahlousay">Behnaz Pahlousay</a>, <a href="https://publications.waset.org/abstracts/search?q=Farshad%20Kazemnejad"> Farshad Kazemnejad</a>, <a href="https://publications.waset.org/abstracts/search?q=Elisa%20Palezzato"> Elisa Palezzato</a>, <a href="https://publications.waset.org/abstracts/search?q=Michele%20Torielli"> Michele Torielli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we study the notions of connected domination number and of outer-connected domination number for middle graphs. Indeed, we obtain tight bounds for these numbers in terms of the order of the middle graph M(G). We also compute the outer-connected domination number of some families of graphs such as star graphs, cycle graphs, wheel graphs, complete graphs, complete bipartite graphs and some operation on graphs, explicitly. Moreover, some Nordhaus-Gaddum-like relations are presented for the outer-connected domination number of middle graphs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=connected%20domination%20number" title="connected domination number">connected domination number</a>, <a href="https://publications.waset.org/abstracts/search?q=outer-connected%20dom-%20ination%20number" title=" outer-connected dom- ination number"> outer-connected dom- ination number</a>, <a href="https://publications.waset.org/abstracts/search?q=domination%20number" title=" domination number"> domination number</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20graph" title=" middle graph"> middle graph</a>, <a href="https://publications.waset.org/abstracts/search?q=nordhaus-%20gaddum-like%20relation." title=" nordhaus- gaddum-like relation."> nordhaus- gaddum-like relation.</a> </p> <a href="https://publications.waset.org/abstracts/189196/domination-parameters-of-middle-graphs-connected-and-outer-connected-perspectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/189196.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">37</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">1882</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">1881</span> China's Middle East Policy and the Competition with the United States</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shabnam%20Dadparvar">Shabnam Dadparvar</a>, <a href="https://publications.waset.org/abstracts/search?q=Laijin%20Shen"> Laijin Shen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper focuses on China’s policy in the Middle East and the rivalry with the U.S. The question is that what are the main factors on China’s Middle East policy and its competition with the U.S? The hypothesis regards to three effective factors: 'China’s energy dependency' on the Middle East, 'economy' and support for 'stability' in the Middle East. What is important in China’s competition with the U.S regarding to its Middle East policy is the substantial difference in ways of treating the countries of the region; China is committed to Westphalia model based on non-interference in internal affairs of the countries and respect the sovereignty of the governments. However, after 9/11, the U.S is seeking a balance between stability and change through intervention in the international affairs and in some cases is looking for a regime change. From the other hand, China, due to its dependency on the region’s energy welcomes America’s military presence in the region for providing stability. The authors by using a descriptive analytical method try to explain the situation of rivalry between China and the United States in Middle East. China is an 'emerging power' with high economic growth and in demand of more energy supply. The problem is that a rising power in the region is often a source of concern for hegemony. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=China%27s%20foreign%20policy" title="China's foreign policy">China's foreign policy</a>, <a href="https://publications.waset.org/abstracts/search?q=energy" title=" energy"> energy</a>, <a href="https://publications.waset.org/abstracts/search?q=hegemony" title=" hegemony"> hegemony</a>, <a href="https://publications.waset.org/abstracts/search?q=the%20Middle%20East" title=" the Middle East"> the Middle East</a> </p> <a href="https://publications.waset.org/abstracts/50881/chinas-middle-east-policy-and-the-competition-with-the-united-states" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50881.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">352</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1880</span> Middle-Level Management Involvement in Strategy Process, and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mazyar%20Taghavi">Mazyar Taghavi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research examines middle-level managers’ involvement in strategy process in 15 manufacturing and service companies in Iran. We considered two dominant theoretical arguments for expecting a positive association. According to the first direction involvement improves organizational performance by improving the quality of strategic decisions. According to the second track, middle managers contribute to increased levels of performance through strategic consensus among them. Results indicate that involvement in the strategy is related to organizational performance. Involvement is associated with consensus (i.e. strategic understanding and commitment) among middle-level managers. However, findings indicate that consensus is not related to the organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=middle-level%20management" title="middle-level management">middle-level management</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20process" title=" strategy process"> strategy process</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20consensus" title=" strategy consensus"> strategy consensus</a> </p> <a href="https://publications.waset.org/abstracts/19006/middle-level-management-involvement-in-strategy-process-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19006.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">439</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1879</span> Jan’s Life-History: Changing Faces of Managerial Masculinities and Consequences for Health </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Susanne%20Gustafsson">Susanne Gustafsson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Life-history research is an extraordinarily fruitful method to use for social analysis and gendered health analysis in particular. Its potential is illustrated through a case study drawn from a Swedish project. It reveals an old type of masculinity that faces difficulties when carrying out two sets of demands simultaneously, as a worker/manager and as a father/husband. The paper illuminates the historical transformation of masculinity and the consequences of this for health. We draw on the idea of the “changing faces of masculinity” to explore the dynamism and complexity of gendered health. An empirical case is used for its illustrative abilities. Jan, a middle-level manager and father employed in the energy sector in urban Sweden is the subject of this paper. Jan’s story is one of 32 semi-structured interviews included in an extended study focusing on well-being at work. The results reveal a face of masculinity conceived of in middle-level management as tacitly linked to the neoliberal doctrine. Over a couple of decades, the idea of “flexibility” was turned into a valuable characteristic that everyone was supposed to strive for. This resulted in increased workloads. Quite a few employees, and managers, in particular, find themselves working both day and night. This may explain why not having enough time to spend with children and family members is a recurring theme in the data. Can this way of doing be linked to masculinity and health? The first author’s research has revealed that the use of gender in health science is not sufficiently or critically questioned. This lack of critical questioning is a serious problem, especially since ways of doing gender affect health. We suggest that gender reproduction and gender transformation are interconnected, regardless of how they affect health. They are recognized as two sides of the same phenomenon, and minor movements in one direction or the other become crucial for understanding its relation to health. More or less, at the same time, as Jan’s masculinity was reproduced in response to workplace practices, Jan’s family position was transformed—not totally but by a degree or two, and these degrees became significant for the family’s health and well-being. By moving back and forth between varied events in Jan’s biographical history and his sociohistorical life span, it becomes possible to show that in a time of gender transformations, power relations can be renegotiated, leading to consequences for health. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=changing%20faces%20of%20masculinity" title="changing faces of masculinity">changing faces of masculinity</a>, <a href="https://publications.waset.org/abstracts/search?q=gendered%20health" title=" gendered health"> gendered health</a>, <a href="https://publications.waset.org/abstracts/search?q=life-history%20research%20method" title=" life-history research method"> life-history research method</a>, <a href="https://publications.waset.org/abstracts/search?q=subverter" title=" subverter"> subverter</a> </p> <a href="https://publications.waset.org/abstracts/125868/jans-life-history-changing-faces-of-managerial-masculinities-and-consequences-for-health" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/125868.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">110</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">1878</span> Mythological Influences on the Works of J. R. R. Tolkien: A Scrutiny of Middle-Earth Stories</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Mohammadi">Ali Mohammadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study is an attempt to investigate the influence of mythology on J.R.R. Tolkien's literary works in general and on Middle-Earth in particular. Moreover, despite the fact that mythology is usually regarded as a thing of the past predominantly found in the early works of literature, this inquiry reveals that how modern literary works can artistically benefit from mythological elements of Old English Era so as to enrich their content and stand out as innovative masterpieces. Indeed, having been a philologist and well-acquainted with mythological literature, Tolkien paved the way for a novel understanding of literature by bridging the gap between the old and the new. In the end, it was concluded that had mythology not been utilised by Tolkien, his works, and on top of all, Middle-Earth, would not have turned into a modern literary showpiece. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=literature" title="literature">literature</a>, <a href="https://publications.waset.org/abstracts/search?q=Middle-Earth" title=" Middle-Earth"> Middle-Earth</a>, <a href="https://publications.waset.org/abstracts/search?q=mythology" title=" mythology"> mythology</a>, <a href="https://publications.waset.org/abstracts/search?q=Tolkien" title=" Tolkien "> Tolkien </a> </p> <a href="https://publications.waset.org/abstracts/131604/mythological-influences-on-the-works-of-j-r-r-tolkien-a-scrutiny-of-middle-earth-stories" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131604.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">179</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">1877</span> The Language Use of Middle Eastern Freedom Activists' Speeches: A Gender Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sulistyaningtyas">Sulistyaningtyas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Examining the role of Middle Eastern freedom activists’ speech based on gender perspective is considered noteworthy because the society in the Middle East is patriarchal. This research aims to examine the language use of the Middle Eastern freedom activists’ speeches through gender perspective. The data sources are from male and female Middle Eastern freedom activists’ speech videos. In analyzing the data, the theories employed are about Language Style from Gender Perspective and The Language for Speech. The result reveals that there are sets of spoken language differences between male and female speakers. In using the language for speech, both male and female speakers produce metaphor, euphemism, the ‘rule of three’, parallelism, and pronouns in random frequency of production, which cannot be separated by genders. Moreover, it cannot be concluded that one gender is more potential than the other to influence the audience in delivering speech. There are other factors, particularly non-verbal factors, existing to give impacts on how a speech can influence the audience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=gender%20perspective" title="gender perspective">gender perspective</a>, <a href="https://publications.waset.org/abstracts/search?q=language%20use" title=" language use"> language use</a>, <a href="https://publications.waset.org/abstracts/search?q=Middle%20Eastern%20freedom%20activists" title=" Middle Eastern freedom activists"> Middle Eastern freedom activists</a>, <a href="https://publications.waset.org/abstracts/search?q=speech" title=" speech"> speech</a> </p> <a href="https://publications.waset.org/abstracts/72543/the-language-use-of-middle-eastern-freedom-activists-speeches-a-gender-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72543.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">421</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">1876</span> China and the Middle East in the 21st Century: From Political Mediation to Economic Expansionism</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Asghar%20Sotoudeh">Ali Asghar Sotoudeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Mediation Diplomacy has emerged as one of the main pillars of China's foreign policy goals and practices, and Beijing has established itself as a peacekeeping force in regional conflicts and crises such as Afghanistan, Syria, Sudan, Yemen, and the Arab-Israeli peace process. China is deepening and intensifying its diplomatic interventions in the Middle East and trying to shape the security and political developments in the Middle East. On the other hand, economically, China has become one of the most important trading partners with Middle Eastern governments. China is also seeking to expand its foreign policy and economic interests in the Middle East through the New Silk Road initiative and has signed cooperation agreements with 17 Arab countries. In this regard, due to the importance of the subject, this research focuses on answering this question; what is the basis of China's political mediation and economic expansionism in the Middle East? In parallel with this question, this study follows the hypothesis that the mediating role of peace is a legitimate way for China to intervene in Middle East political crises, Without causing China to deviate from its traditional guiding principles based on non-interference in the internal affairs of other actors in the international system. This policy also promotes the security of economic interests and increases the country's political influence in the Middle East. The research method is descriptive-analytical based on the qualitative method, and the data collection method is library and internet resources. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=China" title="China">China</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20east" title=" middle east"> middle east</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20mediation" title=" political mediation"> political mediation</a>, <a href="https://publications.waset.org/abstracts/search?q=economic%20expansionism" title=" economic expansionism"> economic expansionism</a> </p> <a href="https://publications.waset.org/abstracts/132747/china-and-the-middle-east-in-the-21st-century-from-political-mediation-to-economic-expansionism" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/132747.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">1875</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">1874</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">1873</span> Introduction to Political Psychoanalysis of a Group in the Middle East</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seyedfateh%20Moradi">Seyedfateh Moradi</a>, <a href="https://publications.waset.org/abstracts/search?q=Abas%20Ali%20Rahbar"> Abas Ali Rahbar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study focuses on investigating group psychoanalysis in the Middle East. The study uses a descriptive-analytic method and library resources have been used to collect the data. Additionally, the researcher’s observations of people’s everyday behavior have played an important role in the production and analysis of the study. Group psychoanalysis in the Middle East can be conducted through people’s daily behaviors, proverbs, poetry, mythology, etc., and some of the general characteristics of people in the Middle East include: xenophobia, revivalism, fatalism, nostalgic, wills and so on. Members of the group have often failed to achieve Libido wills and it is very important in unifying and reproduction violence. Therefore, if libidinal wills are irrationally fixed, it will be important in forming fundamentalist and racist groups, a situation that is dominant among many groups in the Middle East. Adversities, from early childhood and afterwards, in the subjects have always been influential in the political behavior of group members, and it manifests itself as counter-projections. Consequently, it affects the foreign policy of the governments. On the other hand, two kinds of subjects are identifiable in the Middle East, one; classical subject that is related to nostalgia and mythology and, two; modern subjects which is self-alienated. As a result, both subjects are seeking identity and self-expression in public in relation to forming groups. Therefore, collective unconscious in the Middle East shows itself as extreme boundaries and leads to forming groups characterized with violence. Psychoanalysis shows important aspects to identify many developments in the Middle East; totally analysis of Freud, Carl Jung and Reich about groups can be applied in the present Middle East. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=political" title="political">political</a>, <a href="https://publications.waset.org/abstracts/search?q=psychoanalysis" title=" psychoanalysis"> psychoanalysis</a>, <a href="https://publications.waset.org/abstracts/search?q=group" title=" group"> group</a>, <a href="https://publications.waset.org/abstracts/search?q=Middle%20East" title=" Middle East"> Middle East</a> </p> <a href="https://publications.waset.org/abstracts/71015/introduction-to-political-psychoanalysis-of-a-group-in-the-middle-east" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71015.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">310</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1872</span> Minorities and Soccer in the Middle East: Yelling From the Touchline</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saeb%20Farhan%20Al%20Ganideh">Saeb Farhan Al Ganideh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We draw on insights from theories of group threat and identity to explore how soccer rivalries can decode the relationship between ethnic minorities and local societies. How ethnic minorities used soccer, in the Arab countries of the Middle East, to express their racial-ethnic heritage is the main question that this paper grapples with at its most general level. The rhetoric around soccer and minorities in the Middle East show that ethnic minorities’ soccer clubs have faced varying degrees of discrimination. The paper relies on an analysis of 4 ethnic minorities’ soccer clubs, namely, Circassians in Jordan, Kurds in Syria, Sahrawis in Morocco, and Amazighs in Algeria, focusing on previous and current performance of these clubs. Ethnic minorities’ soccer clubs were the pinnacle in the Middle East region a few decades ago. Nonetheless, these soccer clubs, currently, fighting for not only their place in their countries’ local competitions but also for their existence as soccer clubs. Minorities’ soccer clubs have been plagued with challenges related to the change in political and social contexts in these countries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=minorities" title="minorities">minorities</a>, <a href="https://publications.waset.org/abstracts/search?q=rivalries" title=" rivalries"> rivalries</a>, <a href="https://publications.waset.org/abstracts/search?q=soccer" title=" soccer"> soccer</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20east" title=" middle east"> middle east</a> </p> <a href="https://publications.waset.org/abstracts/150617/minorities-and-soccer-in-the-middle-east-yelling-from-the-touchline" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/150617.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">522</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=middle%20manager&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=middle%20manager&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=middle%20manager&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=middle%20manager&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=middle%20manager&page=6">6</a></li> <li class="page-item"><a class="page-link" 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