Like a puppet on a string … exploring Headteachers’ perceived demise of Local Governing Bodies within an English Multi-Academy Trust

Management in Education ◽

10.1177/08920206211051474 ◽

2021 ◽

pp. 089202062110514

Author(s):

Caroline Vinall

Keyword(s):

Performance Management ◽

Chief Executive Officer ◽

Chief Executive ◽

Middle Level ◽

Small Scale ◽

Governing Body ◽

Upward Communication ◽

Chain Of Command ◽

Strategic Influence

Multi-Academy Trusts (MAT) have developed organically in England since 2010. As a result, there appears to be a lack of consistency in the interpretation of delegated responsibilities of Local Governing Bodies (LGB). In a small-scale study of Headteacher (HT) accountability within one English MAT, governance was revealed as a major cause for concern. Accountability links between HT performance management, LGBs, Chief Executive Officer (CEO) and Trust Board were unclear. There was a perception of a lack of upward communication and an increase in local ‘rubber-stamping’ of MAT strategy. It is argued that, whilst LGBs are used as a form of ‘chain of command’ to monitor individual schools, their actual purpose may be operational; governed and limited by the Trust Board. LGBs appear to have lost their strategic influence in the conversion from maintained school to academy. I suggest that the term ‘Local Governing Body’ is potentially erroneous in its nomenclature, as some LGBs merely provide a middle level of ‘educational responsibility’ – puppets on a string.

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Assessment of the moderating effects of Nigerian market environment on the relationship between management success determinants and SMEs’ performance

Problems and Perspectives in Management ◽

10.21511/ppm.18(4).2020.31 ◽

2020 ◽

Vol 18 (4) ◽

pp. 388-401

Author(s):

Olalekan Asikhia ◽

Vannie Naidoo

Keyword(s):

Performance Management ◽

Chief Executive Officers ◽

Small And Medium Enterprises ◽

Chief Executive ◽

Environmental Turbulence ◽

Small Scale ◽

Moderating Effects ◽

Market Environment ◽

Executive Officers ◽

The Relationship

A reported eighty-five percentage failure rate of SMEs in Nigeria before five years of operation was ascribed to a lack of knowledge of the market environment. Hence, this study investigated the moderating effects of the Nigerian market environment on the relationship between management success determinants and SMEs’ performance to see how the environment has affected SMEs’ performance. The study employed a survey research design, the population of the study comprised chief executive officers (CEOs) of registered SMEs, and a sample size of 1,102 was used. Probability sampling methods of stratified, proportionate, and random sampling were adopted. Responses were collected through a predetermined set of questions and a self-administered questionnaire. Data were analyzed using descriptive and inferential statistics. The study found that the Nigerian market environment had moderating effects on the relationship between management success determinants and SMEs’ performance (R = 0.817, R2 adjusted = 0.664, R2 change = 0.041, and Fchange = 19.694 at ρ = 0.000), most of the Nigerian market environment’s components have significant moderating effects on all the management success determinants relationship with SMEs’ performance; management skills (β = 0.220, 0.182; ρ &lt; 0.05), innovation (β = 0.147, 0.135; ρ &lt; 0.05), operating system (β = 0.083, 0.061; ρ &lt; 0.05), organizational structure (β = 0.290, 0.303; ρ &lt; 0.05), business reporting system (β = 0.142, 0.137; ρ &lt; 0.05), system flexibility (β = 0.110, 0.107; ρ &lt; 0.05), environmental scanning (β = 0.091, 0.062; ρ &lt; 0.05). Only decision-making is not statistically significant (β = 0.037, 0.004; ρ &gt; 0.05). These imply that Nigerian SMEs’ decisions under intense environmental turbulence are mostly ineffective, and the effects of management success determinants in facilitating performance were also drastically reduced as well as firms’ system flexibility. The study has a practical value of identifying the effect of the Nigerian market environment on the relationship between management success determinants and SMEs’ performance, thus revealing the gaps in the Nigerian SMEs’ management factors. Acknowledgment(s)To Small and Medium Enterprises Development Agency of Nigeria and Small Scale Enterprises Association of Nigeria for their support in ensuring participation of their members.

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APA Names Diaz-Granados Deputy Chief Executive Officer

PsycEXTRA Dataset ◽

10.1037/e500672019-001 ◽

2018 ◽

Keyword(s):

Chief Executive Officer ◽

Chief Executive

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Peregrine—Twenty Years of Fraudulent Cash Balances

Issues in Accounting Education ◽

10.2308/iace-50690 ◽

2013 ◽

Vol 29 (2) ◽

pp. 337-348

Author(s):

Randal J. Elder ◽

Diane J. Janvrin ◽

Paul Caster

Keyword(s):

Information System ◽

Chief Executive Officer ◽

Accounting Information ◽

Chief Executive ◽

Cash Balance ◽

Accounting Information System

ABSTRACT In July 2012, Peregrine Financial Group filed for bankruptcy following the discovery that $215 million in customer balances had been embezzled. Investigation revealed that its Chief Executive Officer, Russell Wasendorf, Sr., fooled auditors and regulators for 20 years by preparing fictitious bank statements and cash balance confirmations to hide the theft of cash. The fraud was uncovered when Peregrine's regulator, the National Futures Association (NFA), demanded that Peregrine participate in an electronic confirmation process for verification of customer accounts. This case discusses how the fraud was allowed to go undetected for 20 years, the importance of auditing cash, and how new electronic confirmation technology improves the ability to authenticate confirmation responses. The case is suitable for use in both auditing and accounting information system courses.

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