scholarly journals A Theory of Constraints analysis of organisational budgeting processes: International research and New Zealand managers' perceptions.

2021 ◽  
Author(s):  
◽  
Graham Scott
Keyword(s):  
New Zealand ◽  
Small Sample Size ◽  
Small Sample ◽  
Theory Of Constraints ◽  
Negative Consequences ◽  
For Profit ◽  
Not For Profit ◽  
Central Buffer ◽  
Budgeting Process ◽  
Current Reality

<p>The purpose of this research was to use the Theory of Constraints (TOC) Thinking Processes (TP) to examine the problems and issues associated with Traditional Budgeting in organisations. TOC gave a framework to look at the causality of the problems, identify missing entities, and test solutions. The research was structured in two phases. Phase one sought to organise the problems identified in the literature review using the logic-based framework of the Theory of Constraints (TOC) Current Reality Tree (CRT) to better understand the interactions and causality between the various problems reported. During phase two, interviews were conducted in two Not-For-Profit organisations to test the existence of these problems, the interactions of the problems in the organisations and to see if the literature-informed Current Reality Tree reflected managers’ perceptions, and to find any further causality.  The findings revealed that the managers of these New Zealand organisations perceive they face the same problems as those outlined in the literature. In particular, the budgeting process is felt to be a time-consuming exercise, that causes competition between budget holders for funds, disempowers staff, lowers strategic focus, and “wastes” money as budget holders build in contingency and then spend it.  These problems occur because costs are often unpredictable and there are often negative consequences for getting budget figures wrong. The findings indicate that organisation governors and upper management want certainty of costs, so they use planning and reforecasting to get it. The findings also indicate that the managers of the budgets want certainty on delivery of outputs and add contingency to their budgets to get it. The actions of Leadership use up time and the actions of managers use up money. There is therefore an increase in the internal competition for time and money, which causes siloing of departments, less focus on strategy, and disempowering of staff.  The findings indicate that managers add contingency to their budgets and can then use it because expenses vary in their level of predictability and in how discretionary they are. Unpredictable costs that cannot be deferred can be the most dangerous for budget holders and cause the most pressure to add contingency. Budget holders can then use this contingency along with the deferral of some types of expenses to keep themselves within budget if expenses are higher than anticipated. Conversely, other expenses may be brought forward or inflated to use up any excess contingency.  Alternative budgeting methods like Activity Based Budgeting, Zero-Based Budgeting, Rolling Forecasting and Continuous Budgeting focus on planning and reforecasting to get certainty. The approach known as Beyond Budgeting may reduce the budgeting workload requirement, which then frees up time and therefore empowers managers. Strategic Budgeting overcomes unpredictability by aggregating the contingencies in the individual budgets into a central buffer so that not all funds are allocated before the financial year starts.  Phase two of the research was limited to a small sample size of 10 interviews across two Not-For-Profit organisations. Further research will be needed to see if it is applicable in other settings. The practical implications for organisations relate to the effect that the Leadership demand for planning and reforecasting has on managers’ time. In particular, Leadership also need to understand that the reason managers add contingency is not to disrupt the organisation but so they can deliver on their outputs.  The contribution from this research are both theoretical and methodological. The research provides a deeper understanding of the systemic complex of cause-effect relationships that link over-arching problems to core causes of the issues arising for the use of the Traditional Budgeting Process. The research also demonstrates the use and efficacy of the TOC TP’s to bring clarity and organisation to the research, findings and insights.</p>

scholarly journals A Theory of Constraints analysis of organisational budgeting processes: International research and New Zealand managers' perceptions.

2021 ◽  
Author(s):  
◽  
Graham Scott
Keyword(s):  
New Zealand ◽  
Small Sample Size ◽  
Small Sample ◽  
Theory Of Constraints ◽  
Negative Consequences ◽  
For Profit ◽  
Not For Profit ◽  
Central Buffer ◽  
Budgeting Process ◽  
Current Reality

<p>The purpose of this research was to use the Theory of Constraints (TOC) Thinking Processes (TP) to examine the problems and issues associated with Traditional Budgeting in organisations. TOC gave a framework to look at the causality of the problems, identify missing entities, and test solutions. The research was structured in two phases. Phase one sought to organise the problems identified in the literature review using the logic-based framework of the Theory of Constraints (TOC) Current Reality Tree (CRT) to better understand the interactions and causality between the various problems reported. During phase two, interviews were conducted in two Not-For-Profit organisations to test the existence of these problems, the interactions of the problems in the organisations and to see if the literature-informed Current Reality Tree reflected managers’ perceptions, and to find any further causality.  The findings revealed that the managers of these New Zealand organisations perceive they face the same problems as those outlined in the literature. In particular, the budgeting process is felt to be a time-consuming exercise, that causes competition between budget holders for funds, disempowers staff, lowers strategic focus, and “wastes” money as budget holders build in contingency and then spend it.  These problems occur because costs are often unpredictable and there are often negative consequences for getting budget figures wrong. The findings indicate that organisation governors and upper management want certainty of costs, so they use planning and reforecasting to get it. The findings also indicate that the managers of the budgets want certainty on delivery of outputs and add contingency to their budgets to get it. The actions of Leadership use up time and the actions of managers use up money. There is therefore an increase in the internal competition for time and money, which causes siloing of departments, less focus on strategy, and disempowering of staff.  The findings indicate that managers add contingency to their budgets and can then use it because expenses vary in their level of predictability and in how discretionary they are. Unpredictable costs that cannot be deferred can be the most dangerous for budget holders and cause the most pressure to add contingency. Budget holders can then use this contingency along with the deferral of some types of expenses to keep themselves within budget if expenses are higher than anticipated. Conversely, other expenses may be brought forward or inflated to use up any excess contingency.  Alternative budgeting methods like Activity Based Budgeting, Zero-Based Budgeting, Rolling Forecasting and Continuous Budgeting focus on planning and reforecasting to get certainty. The approach known as Beyond Budgeting may reduce the budgeting workload requirement, which then frees up time and therefore empowers managers. Strategic Budgeting overcomes unpredictability by aggregating the contingencies in the individual budgets into a central buffer so that not all funds are allocated before the financial year starts.  Phase two of the research was limited to a small sample size of 10 interviews across two Not-For-Profit organisations. Further research will be needed to see if it is applicable in other settings. The practical implications for organisations relate to the effect that the Leadership demand for planning and reforecasting has on managers’ time. In particular, Leadership also need to understand that the reason managers add contingency is not to disrupt the organisation but so they can deliver on their outputs.  The contribution from this research are both theoretical and methodological. The research provides a deeper understanding of the systemic complex of cause-effect relationships that link over-arching problems to core causes of the issues arising for the use of the Traditional Budgeting Process. The research also demonstrates the use and efficacy of the TOC TP’s to bring clarity and organisation to the research, findings and insights.</p>

Teacher coaching in New Zealand secondary schools: an exploratory study

2019 ◽  
Vol 8 (2) ◽  
pp. 70-85
Author(s):  
Paul Nathan Bennett
Keyword(s):  
New Zealand ◽  
Secondary Schools ◽  
Small Sample Size ◽  
Small Sample ◽  
Social Construct ◽  
Content Type ◽  
Evaluation Strategies ◽  
Development Approach ◽  
The Individual ◽  
Teacher Coaching

Purpose The purpose of this paper is to explore how teacher coaching is being implemented in New Zealand secondary schools. Design/methodology/approach A pragmatic mixed methods approach was identified as the most suitable. A dominant qualitative approach, using a sequential design, incorporating triangulation of methods and perspectives across time, provided an appropriate research design framework. Findings The findings indicate that teacher coaching is a popular professional development approach that has been enthusiastically implemented throughout New Zealand secondary schools. The four factors of purpose, evaluation, training and funding have been shown to be interrelated factors operating in New Zealand teacher coaching programmes. These factors are perceived to have an influence on teacher coaching programmes achieving their stated objectives. Research limitations/implications A limitation of this study is that it provides a snapshot of teacher coaching in New Zealand secondary schools, and the snapshot presented is constantly changing. A methodological limitation of the study related to the 28 per cent response rate of the questionnaire and the small sample size used for the interview phases. Practical implications This study encourages school leaders to consider if they have defined teacher coaching in the context of their programmes and articulated their objectives. They are persuaded to think about how they could design robust evaluation strategies and targeted training. Social implications The findings show the concept of teacher coaching is a social construct that is influenced not only by unique environmental contexts but also the individual perceptions of all those involved. Originality/value This study provides new knowledge in relation to how and why teacher coaching is being used and the factors that influence whether programme objectives are achieved.

Mother knows best: exploring the matrilineal influence in family tourism among Filipinos living in New Zealand

2018 ◽  
Vol 19 (2) ◽  
pp. 218-236
Author(s):  
Robert Charles Capistrano ◽  
Maria Aurora Correa Bernardo
Keyword(s):  
New Zealand ◽  
Filial Piety ◽  
Complex Dynamics ◽  
Small Sample Size ◽  
The Philippines ◽  
Small Sample ◽  
Final Decision ◽  
Content Type ◽  
Intergenerational Ties ◽  
Culturally Influenced

Purpose This paper aims to examine the personal meanings of hosting experiences of first-generation immigrant families, particularly Filipino mothers in New Zealand, with their visiting relatives (VRs) from the Philippines by using the conceptual lens of hospitality. Design/methodology/approach Through a qualitative approach, a multi-sited fieldwork was carried out to examine kinship ties that bind immigrant-host families in New Zealand with their VRs from the Philippines. Results of in-depth interviews of immigrant-host mothers on their recollections of family visits were thematically analysed. Findings The main drivers that shape the hosting experiences of the research participants are modelling filial piety, fulfilling cultural expectations and strengthening family bonds. These main drivers enable sustaining intergenerational ties that unite the mother’s families in the Philippines and those in New Zealand. Research limitations/implications The study elucidates the complex dynamics of culturally connected and motivated domestic hospitality, where the mother is the main protagonist and orchestrator. This dominance is often subdued, and thus, marketing for family often misses the mark. While the study has a small sample size and therefore lacks representativeness, qualitative accounts have produced an enriched cognitive schema that would enable an interesting way of examining the phenomenon. Practical implications This study reveals that matrilineal influence on family tourism among migrant Filipinos in New Zealand is strong and culturally influenced. Further studies may be done with families from other cultures and families. From a practical perspective, the findings suggest the importance of marketing tourism or hospitality products that facilitate visiting friends and relatives’ travel through domestic hospitality. Social implications This research calls for reforms in the way family tourism is marketed. While commercial imperatives did not drive this research, findings indicate that certain cultures adhere to the wisdom of mothers on making the final decision on how hospitality has to be extended and manifested. Originality/value In the context of family tourism, inadequate research has been undertaken to examine the perspectives of women and their role as host in the travel of VFR. This study purports to fill in the gap in literature related to hosting experiences of women in the context of family tourism and VFR travel and to consider the voices of women in their new homeland.

scholarly journals MySuper Vs. KiwiSaver: Retirement Saving For The Less Engaged

2014 ◽  
Vol 3 (2) ◽  
pp. 2
Author(s):  
Geoffrey J. Warren
Keyword(s):  
New Zealand ◽  
For Profit ◽  
Not For Profit ◽  
Retirement Saving ◽  
Key Points ◽  
The Impact

Australia’s MySuper default superannuation funds are compared against New Zealand’s range of KiwiSaver funds. Some key points of contrast include: the relative maturity and larger balances of the Australian system; the majority of MySuper providers are not-for-profit, whereas KiwiSaver is dominated by for-profit providers; MySuper funds use a much broader range of assets, while KiwiSaver funds invest largely in listed assets; greater use of lifecycle strategies in Australia; the skew to conservative funds under KiwiSaver; and differing fee structures, the impact of which depends on account balance. It is argued that New Zealand could do more to enhance the probability of achieving adequate incomes in retirement.

scholarly journals Creating and sustaining collaborative multi-institutional industry site visit programs: a toolkit

F1000Research ◽  
2020 ◽  
Vol 9 ◽  
pp. 1317
Author(s):  
Tammy R.L. Collins ◽  
Kiri Hoff ◽  
Molly Starback ◽  
Patrick D. Brandt ◽  
Christopher E. Holmquist ◽  
...  
Keyword(s):  
Program Implementation ◽  
Positive Impact ◽  
Small Sample Size ◽  
Outcome Data ◽  
Small Sample ◽  
Early Career ◽  
Site Visit ◽  
Contract Research Organization ◽  
For Profit ◽  
Graduate Trainees

Background: As more early career scientists enter into diverse career pathways, visiting local companies or organizations can support their exploration of these paths. As an efficient way to facilitate this, we developed a collaborative regional site visit program: the Enhancing Local Industry Transitions through Exploration (ELITE) Consortium.  Consortium members arrange half-day visits to local industry sites, thus providing companies and trainees the opportunity to meet and identify potential professional and career opportunities. Three different training institutions worked cooperatively in the development and maintenance of the program. The ELITE Consortium was developed with eight phased steps; guidelines and operating procedures were created for each of these steps and are provided along with sample materials for institutions interested in building similar programs. Methods: Prior to fully developing the program, trainee interests were evaluated via questionnaire. During program implementation and thereafter, program directors tracked attendance and collected career outcome data from publicly available sources to identify first job positions after training. Regression analyses and chi-squared analyses were used to examine site visit matches and career outcome data. Results: Analyses suggest a positive impact of site visits on postdoctoral and graduate trainees’ career outcomes at companies or institutions that match a similar sector (e.g., for-profit) and type (e.g., biotech, pharmaceutical, contract research organization). Despite a small sample size, evidence suggests an especially positive impact on trainees who organize site visits to companies compared with those who simply participate. Conclusions: The ELITE Consortium was successful in helping trainees explore and identify a multitude of career paths. Trainees attained employment either directly or in related companies and institutions visited by ELITE participants. The joint, three-institution, flexible nature of the ELITE Consortium positively impacts the program’s sustainability and reach. The toolkit provided here will help other institutions to replicate and adapt the program with minimal effort.

scholarly journals The Not-For-Profit Chief Executive: An Insider View

2021 ◽  
Author(s):  
◽  
Claire Szabo
Keyword(s):  
New Zealand ◽  
Pilot Study ◽  
English Language ◽  
Local Level ◽  
Chief Executive ◽  
Review Literature ◽  
Theory And Practice ◽  
For Profit ◽  
Stakeholder Interests ◽  
Not For Profit

<p><b>Running a not-for-profit (NFP) organisation is not a straight-forward task. The Chief Executive (CE) must deliver on promises to the Board and members, meet the needs of funders, coordinate with partner organisations, lead staff, and ensure that services to clients are effective. The NFP CE leads her organisation through a maze of separate, overlapping and occasionally colliding stakeholder interests. In this study, I investigate in theory and practice, the ways NFP CEs work within their distinct environment of specific accountabilities to negotiate a viable strategic direction for their organisations. I argue thatnavigating the accountability landscape is a key feature of NFP leadership. This thesis looks at the question: how do NFP CEs lead effectively? Sub-questions include: what is effective not-for-profit leadership, what are some of the frameworks employed by CEs to navigate their accountabilities, and how do CEs judge the success of their leadership? I present an insider view, based on my own experience as a CE of an NFP organisation, English Language Partners New Zealand (ELPNZ). The thesis traces my research journey as I moved through cycles of theorising, data collection, and reflection. Starting with data from a pilot study, I present results of interviews with five local-level managers regarding their perceptions of accountability. There is notable variety in how the informants in the pilot study describe and rank their accountabilities. Rather than seeing this result as anomalous, I capitalise on differences and uncover multiple accountability conceptualisations. Utilising theoretical categorisations, I note where 'upward' accountabilities to funders compete with 'downward' accountabilities to clients or 'lateral' accountabilities to other sector organisations.</b></p> <p>With the accountability landscape in mind, I review literature on NFP leadership. Scholarship on leadership has moved away from a focus on great leaders' traits and towards transactional, situational and contextualised models. Borrowing from this evolution in the leadership literature, I posit that the various accountability 'orientations' uncovered in my pilot study could be considered as behaviours in context rather than personal traits; behaviours that may be adaptive within an environment of multiple accountabilities. I employ both autoethnographic techniques and interviews with other CEs to unpack different 'mindscapes' behind NFP leadership in New Zealand. A series of research journals over a two-month period notes the leadership acts I had undertaken with others, my effectiveness, reflections, and learning. Further data were gathered through interviews with four CEs of national, government-funded, membership organisations.</p> <p>The study contributes to both academic and practitioner enquiry. Findings included linkages between organisational accountabilities, and the mechanisms and processes CEs employ to lead their organisations. NFP CEs develop unique descriptions of the groups to whom they account and have individualised conceptualisations of a ranking or pattern. Mission leadership processes and organisational management (with associated hierarchies) simultaneously shape the CE's role. CEs can be effective when they implement a conscious programme of leadership and practice deliberately situational approaches to accountability.</p>

Cost Stickiness in the New Zealand Charity Sector

2019 ◽  
Vol 54 (03) ◽  
pp. 1950012
Author(s):  
Ahsan Habib ◽  
Hedy Jiaying Huang
Keyword(s):  
New Zealand ◽  
Social Impact ◽  
For Profit ◽  
Managerial Decisions ◽  
Not For Profit ◽  
The Social ◽  
Wide Range ◽  
External Stakeholders ◽  
The Cost ◽  
Cost Stickiness

We investigate whether New Zealand charities exhibit cost stickiness, conceptualized as cost increases in response to an increase in income that are greater than the cost decreases associated with an equivalent decrease in income. Drawing on the holistic accountability rationale, we posit that charity managers consider themselves accountable to a wide range of stakeholders and, therefore, are more concerned about the social impact of their managerial decisions. As a result, charity managers will be reluctant to adjust resources downward immediately after an income drop, as such decisions could lead to the loss of trust and confidence of their internal and external stakeholders. Based on a large sample of charities in New Zealand, we find evidence of cost stickiness. Importantly, we find that cost stickiness varies across a number of characteristics of charities, including charity size, sources of income and expenditure, crisis periods, and the sectors within which the charities operate. Our study contributes to a hitherto unexplored setting and provides empirical evidence on the theoretical debate of hierarchical versus holistic accountability in the not-for-profit sector.

Job insecurity fluctuations and support towards Italian precarious schoolteachers

2020 ◽  
Vol 25 (6) ◽  
pp. 631-647
Author(s):  
Marianna Giunchi ◽  
Pedro Marques-Quinteiro ◽  
Chiara Ghislieri ◽  
Anne-Marie Vonthron
Keyword(s):  
Social Support ◽  
Job Insecurity ◽  
Small Sample Size ◽  
Well Being ◽  
School Principal ◽  
Small Sample ◽  
Limited Attention ◽  
Negative Consequences ◽  
Content Type ◽  
Over Time

PurposeThe negative consequences of job insecurity on the well-being of individuals are well known. However, the perceptions of job insecurity over time and how some factors such as social support may affect them have received limited attention. This study follows precarious schoolteachers for three weeks before the end of their contract to explore how their perceptions of job insecurity evolve over time.Design/methodology/approachThe participants were 47 precarious schoolteachers who first completed a general questionnaire, then a diary survey on nine occasions over the course of the three weeks. Data was analysed with MPLUS 7.3.FindingsThe results suggest intra-individual differences regarding the way job insecurity was perceived over time. An additional discovery was that support provided by the school principal was negatively related to changes in job insecurity over time.Research limitations/implicationsThe relatively small sample size, which includes only precarious schoolteachers, and the methodology complexity of the diary are limitations of this study.Practical implicationsThis study highlights the subjective nature of the perceptions of job insecurity. It also shows the importance of the school principal's social support towards precarious schoolteachers; therefore, practitioners should propose interventions to enhance the quality of principal–teachers relationships.Originality/valueThis study contributes to the literature by investigating how perceptions of job insecurity evolve over time and the role of social support.

Sign in / Sign up

Export Citation Format

Share Document