Enhancing Teachers' Skills for Executive Level Seminars

1992 ◽  
Author(s):  
Johnston Beach
Keyword(s):  
Executive Level

scholarly journals e-Roster policy: Insights and implications of codifying nurse scheduling

2017 ◽  
Vol 25 (3) ◽  
pp. 844-857 ◽  
Author(s):  
Robert G Drake
Keyword(s):  
Common Language ◽  
Nurse Rostering ◽  
Nurse Scheduling ◽  
Codified Knowledge ◽  
Nurse Rostering Problem ◽  
Ward Level ◽  
The Common ◽  
Everyday Interaction ◽  
Executive Level ◽  
Silver Bullet

Following a decade of dissemination, particularly within the British National Health Service, electronic rostering systems were recently endorsed within the Carter Review. However, electronic rostering necessitates the formal codification of the roster process. This research investigates that codification through the lens of the ‘Roster Policy’, a formal document specifying the rules and procedures used to prepare staff rosters. This study is based upon analysis of 27 publicly available policies, each approved within a 4-year period from January 2010 to July 2014. This research finds that, at an executive level, codified knowledge is used as a proxy for the common language and experience otherwise acquired on a ward through everyday interaction, while at ward level, the nurse rostering problem continues to resist all efforts at simplification. Ultimately, it is imperative that executives recognise that electronic rostering is not a silver bullet and that information from such systems requires careful interpretation and circumspection.

Risk management factors contributing to transgressions in the procurement practices in South African SOEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lindani Myeza ◽  
Naledi Nkhi ◽  
Warren Maroun
Keyword(s):  
South Africa ◽  
Risk Management ◽  
Public Sector ◽  
South African ◽  
Public Procurement ◽  
African State ◽  
Political Influence ◽  
Structured Interviews ◽  
Content Type ◽  
Executive Level

PurposeThe study aims to deepen the understanding of why risk management principles are circumvented, thereby contributing to transgressions in public procurement for South African state-owned enterprises (SOEs). A deeper understanding of why risk management principles are circumvented is especially important in South Africa, given the high social, economic and environmental risks to which national and major SOEs are exposed in the procurement process.Design/methodology/approachThe study uses a qualitative design, based on detailed semi-structured interviews with 19 participants comprising management advisors, forensic investigators and auditors to explore why risk management principles are circumvented by South Africa SOEs.FindingsThe results of the study indicate that the tone that is set at political and executive level plays an important role in determining compliance with risk management principles by lower-level staff. Intense levels of political influence at SOEs are the main reason behind risk management systems being undermined.Originality/valueThe current study is one of the first explorations of why transgressions in public procurement continue to be evident despite risk management reforms being adopted by South Africa public sector. The research responds to the call for more studies on why reforms in South Africa public sector are not reducing transgression in public procurement. The study provides primary evidence on the importance of political and executive leadership in influencing the effectiveness of risk management reforms in the public sector.

“Tata i-Shakti” to “Tata Sampann”: rebranding or repositioning?

2017 ◽  
Vol 7 (4) ◽  
pp. 1-16
Author(s):  
Geetika Varshneya ◽  
Gopal Das
Keyword(s):  
Brand Equity ◽  
Low Cost ◽  
Subject Area ◽  
Consumer Products ◽  
Brand Name ◽  
Content Type ◽  
Customer Base ◽  
Rural Market ◽  
Umbrella Branding ◽  
Executive Level

Subject area Marketing. Study level/applicability This case may be used by instructors to teach undergraduate, post graduate and executive level programmes in management. It may be used in basic marketing, branding or marketing strategy courses. The case may serve as a platform for the instructor to discuss the concepts and issues related to positioning and repositioning. Case overview Tata Chemicals, a subsidiary of the Tata group, launched the “i-Shakti” brand six years ago for its low-cost “solar-evaporated” salt for rural customers. In 2010, the company extended the brand equity of i-Shakti to a premium segment and launched a new brand “Tata i-Shakti” with a range of unpolished pulses. Changing the brand name and customer base from “i-Shakti for rural market” to “Tata i-Shakti for premium market” created a dilemma among customers in the market. To overcome this problem, in October 2015, the company’s portfolio of pulses, gram flour and food grade soda under “Tata i-Shakti” label has migrated into a new brand “Tata Sampann”. The company also launched a range of spices under the brand name of “Tata Sampann”. This new brand “Tata Sampann” was launched to serve the premium segment with an aim to “enrich everyday meals with extra nutrition and extra joy”. Also, this brand recreation was made by the company with anticipation to make avenues for future launches in the staples and food segment under Tata’s consumer products business. It has been almost a year since Tata Sampann was launched in the market. Given the tough competition and expected growth of the spices market in India, it remained to be seen whether “Tata i-Shakti” was rightly rebranded or repositioned with “Tata Sampann”. Expected learning outcomes To make participants understand the basic concepts of branding such as umbrella branding, brand repositioning and rebranding. To make participants learn about various brand elements and how they contribute in communicating the value proposition of the brand. To make participants appreciate various marketing and brand related strategies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 8: Marketing.

scholarly journals Sponsorship and social identity in advancement of women leaders in South Africa

2018 ◽  
Vol 33 (6) ◽  
pp. 466-498 ◽  
Author(s):  
Caren Brenda Scheepers ◽  
Anastasia Douman ◽  
Preya Moodley
Keyword(s):  
South Africa ◽  
Career Development ◽  
Social Identity ◽  
Senior Management ◽  
Female Executives ◽  
Content Type ◽  
Management Positions ◽  
African Context ◽  
Gender Based ◽  
Executive Level

Purpose In South Africa, women in senior management positions experience social identity dilemmas, necessitating more research into this domain. While research has been conducted into coaching and mentoring of these women, limited scholarly attention has been paid to sponsorship. This paper aims to explore the social identity of women at senior management levels and sponsorship as a proposed mechanism to develop talented women. Design/methodology/approach This qualitative research included two studies using two sample groups, both of which included executive-level respondents in corporate organisations. One study focussed on sponsorship; here, the 29-strong sample included 14 male and 15 female executives, of whom 15 were White; 9 were African and 5 were Indian. The second study, consisting of only African, coloured and Indian (ACI) female executives (23 interviewees), focussed more broadly on their development path to the C-suite. Findings A common theme across the two studies was the inclination to give developmental support, in turn, once supported. There were prerequisites in this support-giving, however. For example, sponsors identified criteria that protégés had to meet. Despite evident gender inequality at senior management levels in South Africa, this paper reveals that in the Study 1 sample, gender and race were ostensibly irrelevant when choosing a sponsor or who to sponsor. A closer examination revealed a gender-based expectation, embedded in the South African context. Study 2 showed that ACI women above 50 years of age were more inclined to mentor others; even when they themselves were not mentored, some purposefully developed other ACI women. This paper thus suggests age as an important additional diversity dimension in relation to the career development of ACI women towards the C-suite. The findings have implications for the career development of individual ACI women and for organisations in reaching equality. Research limitations/implications Gender differences with regard to perceptions also revealed that male respondents perceived sponsorship more as task-based actions, whereas female respondents focussed on relational elements. The paper concludes with recommendations on how individual ACI women and organisations can proactively develop talented women. Originality/value The paper offers insight into the gendered expectations of sponsors and gendered perceptions around merit in identifying protégés worthy of sponsorship. ACI women’s social identity changed when they joined the C-suite to identify more with their roles as executives and became less associated with their original ACI women group.

Gender Differences in Executive Compensation on British Corporate Boards: the Role of Conditional Conservatism

2020 ◽  
Vol 55 (01) ◽  
pp. 2050002 ◽  
Author(s):  
Habiba Al-Shaer ◽  
Mostafa Harakeh
Keyword(s):  
Executive Compensation ◽  
Financial Reporting ◽  
Potential Effect ◽  
Corporate Boards ◽  
Female Representation ◽  
Equity Compensation ◽  
Conditional Conservatism ◽  
Women On Boards ◽  
Reported Earnings ◽  
Executive Level

We exploit the effectiveness of the [ Davies Report ( 2011 ). Women on Boards. London: Department for Business, Innovation & Skills], which urged FTSE 350 companies to increase female representation on corporate boards, to examine the potential effect that this may have on the gender pay differential at the executive level. To this end, we employ a multivariate regression and a difference-in-differences approach that compare executive compensation between all-male executive boards and boards with at least one female executive. Using a sample of FTSE 350 companies that spans the period 2008–2015, we find that differential executive compensation exists in bonus and equity compensation following the Davies Report ( 2011 ). Given that the differential compensation exists in the components primarily determined by the firm’s reported earnings and that female directors are prone to exhibit higher conditional conservatism in their financial reporting, we examine whether the firm’s financial reporting practice plays a role in determining the differential executive compensation. Our investigation reveals that the presence of female executive directors on the board makes the effect of conditional conservatism more prominent, resulting in lower bonus and equity-based compensation.

Employee resource groups as learning communities

2018 ◽  
Vol 37 (7) ◽  
pp. 634-648 ◽  
Author(s):  
Wendy M. Green
Keyword(s):  
Learning Communities ◽  
Learning And Development ◽  
Content Type ◽  
For Profit ◽  
Study Approach ◽  
The Usa ◽  
Employee Resource Groups ◽  
Executive Level

Purpose The purpose of this paper is to explore the role of employee resource groups (ERGs) in a multi-national, for-profit corporation. The paper focuses on how ERGs facilitate learning. Design/methodology/approach A qualitative case study approach was used to examine six social identity based ERGs in one multi-national for-profit organization headquartered in the USA. Findings The study found that ERGs facilitate learning and development activities in order to support their membership. ERGs, operating as communities of practice, also engaged in informal learning opportunities that were designed to shift perspectives of non-members and executive-level leaders in the organization. Originality/value There is a growing body of literature on ERGs across organizations and higher education that examine how these groups engage in activism, advocacy, recruitment, retention and education. This study examines the processes by which these groups facilitate learning and development activities and the benefits perceived by the membership. The paper provides value to human resources professionals and others who are interested in how ERGs function as learning communities and outcomes the membership perceive as most important.

A “North star:” spirituality and decision-making among strategic leaders

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kelly A. Phipps ◽  
Charlotte Shelton
Keyword(s):  
Decision Making ◽  
Lived Experience ◽  
Theoretical Work ◽  
Organizational Decision Making ◽  
Content Type ◽  
Additional Step ◽  
Phenomenological Methodology ◽  
Potential Benefits ◽  
Potential Risks ◽  
Executive Level

PurposeThe purpose of this study was to examine the experience of strategic-level leaders whose spiritual beliefs or practices inform their organizational decision making.Design/methodology/approachUsing a phenomenological methodology, 25 executives were interviewed to understand their lived experience. All participants held executive level positions, engaged in spiritual practices at least once a week and described spirituality as important in their lives.FindingsThematic analysis revealed themes that pointed to the locus of spirituality in the lives of the executives (innate but not overt) and the types of decisions for which they turned to their spirituality (decisions concerning people). When facing these types of decisions, leaders described an additional step we named “executive discernment.” This additional step sought to establish a connection with the transcendent and was described as heightening their decision-making abilities, serving as a model or “North Star,” or guiding them to a decision.Originality/valueThis study builds on prior theoretical work and gives insight into a process not usually visible: executives' reliance on spirituality during organizational decision making. These insights highlight the potential benefits and provide specificity to the potential risks for leaders who turn to spirituality when making organizational decisions. These risks include an overconfidence in one's decision-making abilities, reliance on an authority inconsistent with organizational aims or failing to convince others of the wisdom of the chosen direction.

Sign in / Sign up

Export Citation Format

Share Document