scholarly journals Alternative off school Business Models that Enhance Multiple Intelligences in Kenyan Schools

2017 ◽  
Vol 13 (22) ◽  
pp. 306
Author(s):  
David Maboko Nassiuma ◽  
Jonah N. Kindiki ◽  
Sammy K. Chumba
Keyword(s):  
Multiple Intelligences ◽  
Secondary Students ◽  
Business Models ◽  
Business Management ◽  
Target Population ◽  
Individual Development ◽  
Multiple Intelligence Theory ◽  
Management Models ◽  
School Business ◽  
School Business Management

Promotion of individual development and self-fulfillment amongst students in Kenya is among the national goals of education. To accomplish this goal it is imperative that, development of Multiple Intelligences in schools is put into perspective. To date, relatively little research has investigated the ways students Multiple Intelligences should be enhanced in Kenya. Consequently, this study was devised to examine alternative off school business management models that enhance Multiple Intelligences among secondary students in Kenya. The study was guided by the Multiple Intelligence Theory and Management Competency Framework. The study target population was 150 secondary schools in Elgeyo Marakwet. Data was collected using questionnaire, document analysis and interview. The data was analyzed qualitatively using thematic approach and quantitatively using percentages, means, standard deviation and simple linear regression. Data was presented in tables. The findings indicated that schools management was managing traditional models of enhancing multiple intelligences thus majority of the students’ abilities were not developed. Alternative off school business management models were found to be effective in enhancing multiple intelligences among students though majority of the schools had not adopted them. The study recommends that managing and facilitating entrepreneurship programmes should be promoted to enable students to show case abilities in different intelligences.

scholarly journals ANALISIS KESESUAIAN RPP DENGAN PELAKSANAAN PEMBELAJARAN AKUNTANSI DASAR YANG MENGGUNAKAN KURIKULUM 2013 DI SMKN MANAJEMEN BISNIS KOTA PADANG

Jurnal Ecogen ◽  
2019 ◽  
Vol 2 (3) ◽  
pp. 259
Author(s):  
Rahmi Sartika ◽  
Dessi Susanti
Keyword(s):  
High School ◽  
Data Collection ◽  
Business Management ◽  
Implementation Process ◽  
Lesson Plans ◽  
Vocational High School ◽  
Implementation Plan ◽  
Qualitative Descriptive ◽  
School Business ◽  
School Business Management

This study aims to describe the suitability of the RPP with the Learning Implementation Process, the suitability of the RPP made by teachers with the 2013 Curriculum, and the obstacles faced by teachers in implementing the RPP. Data collection using, documentation, observation, interviews and then data were analyzed using qualitative descriptive methods. Based on the results of the analysis it is known that the percentage of completeness of the RPP components of Vocational High School Business Management in Padang with the Curriculum Component of the 2013 RPP is 97.01%, the percentage of the suitability of the RPP with the implementation of learning is 27.7%, 27.8%, 30.4%,36 , 2% and 41.7%. this means that the teacher is not competent in carrying out the lesson plans when implementing learning in the classroom. The obstacles faced by teachers are lack of time, IT like Infocus is also inadequate in schools and lack of source books.Keywords: learning implementation plan, learning implementation process, curriculum 2013

Why management models are crucial to the success of business models

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Denning
Keyword(s):  
20Th Century ◽  
21St Century ◽  
Design Methodology ◽  
Business Models ◽  
Digital Age ◽  
Management Model ◽  
Digital Innovation ◽  
Content Type ◽  
Management Models ◽  
Practical Implications

Purpose The author posits that the management model of an organization determines what kind of business models can be pursued within that organization and that successful 21st century management models are very different from those that succeeded in the 20th century. Design/methodology/approach The author compares and contrasts successful 21st century management models with models that succeeded in the 20th century. Findings Success in the digital age requires a 21st century management model and mindset based on an obsession with delivering value to customers. Practical implications The management model incorporates the key ‘written and unwritten rules’ of the firm. The success of digital innovation can be threatened by 20th Century management assumptions that thwart Agile initiatives. Originality/value Article explains how Agile mindsets and practices are essential to the 21st century management model, and how they potentiate the firm’s focus on creating customers.

scholarly journals Management Models in SMEs, Strategic Tool in Business Management

2021 ◽  
Author(s):  
L. R. Fiallos Ortega ◽  
F. F. Esparza Paz ◽  
A. G. Castelo Salazar
Keyword(s):  
Information And Communication Technologies ◽  
Small And Medium Enterprises ◽  
Management Strategies ◽  
Business Management ◽  
Field Investigation ◽  
Corporate Management ◽  
Total Quality ◽  
Cross Sectional ◽  
Management Models ◽  
The Impact

The business sector constitutes an engine for the Ecuadorian economy through the generation of employment and redistribution of wealth. Therefore, given the current economic dynamics of high competition, globalization of markets, and use of information and communication technologies, business managers need to use different tools such as management models to achieve acceptable levels of utility, profitability, customer satisfaction and permanence in the consumer market. This research involved an analysis of the impact on corporate management of applying different management models of Small and Medium Enterprises (SMEs) in the city of Riobamba, province of Chimborazo (Ecuador). The study was descriptive, cross-sectional, exploratory and non-experimental and it was conducted in the first half of 2019. Data were collected through field investigation and the application of a structured survey with a sample composed of 136 managers, owners and administrators, from a population of 440 entrepreneurs. The results showed that 93% of entrepreneurs knew about the existence of management models, and 41% recorded that total quality is the most applied model followed by continuous improvement (18%) and re-engineering (13%). We conclude that entrepreneurs consider management models to be crucial in the management of their company. Keywords: management model, business management, strategies, competitiveness, SMEs. Resumen El sector empresarial en todos sus niveles constituye un motor para la economía ecuatoriana, por la generación de empleo y redistribución de la riqueza; por ello los gerentes de las empresas dada la actual dinámica económica por la alta competencia, globalización de los mercados, uso de las tecnologías de información y comunicación, entre otras variables, necesita utilizar diferentes herramientas como son los modelos gerenciales para lograr niveles aceptables de utilidad, rentabilidad, satisfacción de los clientes y permanencia en el mercado consumidor. La investigación tiene como objetivo efectuar un análisis de la aplicación e incidencia en la gestión corporativa, de diferentes modelos gerenciales de las Pequeñas y Medianas empresas (Pymes) de la ciudad de Riobamba, provincia de Chimborazo (Ecuador). El estudio es descriptivo, transversal, exploratorio y no experimental efectuado en el primer semestre del año 2019, realizado mediante una investigación de campo, a través de la aplicación de una encuesta estructurada, seleccionando una muestra compuesta por 136 gerentes, propietarios y administradores, de una población de 440 empresarios. Los resultados obtenidos evidenciaron que el 93% de los empresarios conocen de la existencia de modelos gerenciales, el 41% registra que la calidad total es el modelo más aplicado seguido del mejoramiento continuo (18%) y Reingeniería (13%). Se concluye que los empresarios y emprendedores consideran a los modelos gerenciales de mucha importancia en la dirección de su empresa. Palabras clave: modelo gerencial, gestión empresarial, estrategias, competitividad, pymes.

scholarly journals Analysis of the content of art education curriculum for the first-grade primary in the light of multiple intelligences strategy: تحليل محتوى منهج التربية الفنية للصف الأول الابتدائي في ضوء نظرية الذكاءات المتعددة

2020 ◽  
Vol 4 (31) ◽  
Author(s):  
Amani Mohamed Al-Harbi
Keyword(s):  
Art Education ◽  
Multiple Intelligences ◽  
Social Intelligence ◽  
First Grade ◽  
Education Curriculum ◽  
First Semester ◽  
Multiple Intelligence Theory ◽  
Color Unit ◽  
The Social ◽  
Intelligence Theory

The study aimed to identify the degree of inclusion of multiple types of intelligence in the content of the art education curriculum sample, identify the distribution and balance of the indicators of multiple types of intelligence in the content of the art education curriculum sample, and identify the degree of inclusion of multiple types of intelligence in the content of the study sample, namely: (lesson preparation, lesson objectives, lesson presentation procedures). The researcher followed the descriptive analytical approach through analyzing the content represented in (the teacher/ teacher guide) for the art education curriculum, the first semester and revealing the degree of inclusion of multiple types of intelligence in the content of the study sample, namely: (preparation for the lesson, objectives of the lesson, procedures for presenting the lesson) and designed the researcher The content analysis list includes the seven specific types of intelligence (visual, linguistic, social, motor, environmental, personal, and logical intelligence) and indicators of each intelligence in the three curricular units (line and shape unit, color unit, flat and stereoscopic unit). The study showed the following: 1) There is a variation in the degrees of repetition observed for the seven components of intelligence in (line and shape) unit, and the logical intelligence index appeared high (17.70%), and low in motor intelligence (7.08%). 2) In (color) unit, the social intelligence index appeared high (18.18%), and there is a decrease in kinetic intelligence by (7.07%). 3) In (flat and stereoscopic formation) unit, the logical intelligence index appeared high (17.39%), and there is a decrease in kinetic intelligence (5.22%). The results also showed there is an imbalance between the components of intelligence with the content of the curriculum sample (The three units) with a high percentage of logical intelligence (17.13%) and low in motor intelligence by (6.42%). This contradicts with what the multiple intelligence theory emphasized regarding the necessity of balance and symmetrical distribution of intelligence with each other. In light of results, the study recommended the necessity of adopting the multiple intelligences theory in writing the content of art education curricula for the elementary stage.

Adopting the Concept of Business Models in Public Management

2017 ◽  
pp. 10-46 ◽  
Author(s):  
Barbara Kożuch ◽  
Adam Jabłoński
Keyword(s):  
Business Model ◽  
Public Management ◽  
Business Models ◽  
Business Management ◽  
Theory And Practice ◽  
Public Organization ◽  
Public Employment ◽  
Employment Services ◽  
The Public ◽  
Model Based

The aim of the chapter is to propose the principles of adopting the concept of business models in public management. The scope of the work includes the specific principles of business management and public management, examined in terms of integrating the attributes of public organizations that ensure they achieve appropriate functionality. The result of scientific reflections is an attempt to design the canvas of the public organization business model based on an analogy taken from business management for the conceptualization and operationalization of the specific key attributes of the public organization business model. The justifiability of adopting the concept of a business model in the theory and practice of public organization functioning will be illustrated by the solutions used in local units of public employment services in Poland.

BSC-Based Framework for E-Business Strategy

2011 ◽  
pp. 536-547
Author(s):  
Fen Wang ◽  
Guisseppi Forgionne
Keyword(s):  
Business Strategy ◽  
Business Models ◽  
Business Management ◽  
Management Control ◽  
Strategy Development ◽  
Business Climate ◽  
Business Decisions ◽  
The Balanced Scorecard ◽  
New Business ◽  
And Performance

E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic e-business management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).

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