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Students will need to know basic capital budgeting techniques to value UrsaNav and its divisions. Students must determine which cash flows are relevant and determine an appropriate return on investment. Some of the issues that need to be addressed include: how to handle taxes in a discounted cash flow analysis when valuing an S Corp. where incentives depend on current (known) tax provisions and future (unknown) tax provisions; how to use comparable multiples to develop a cost of capital for a DCF valuation; and how to value a firm using comparable transactions.

Case information was obtained through interviews with the owner, Charles Schue. In addition, the authors researched industry and comparable company data, along with current events relating to government consulting.

UrsaNav is a US-based, international provider of advanced engineering and information management consulting services in the naval navigation industry. After about a decade of operating and growing, the firm had become successfully diversified; however, it had also grown too large to manage effectively. Thus, the company was spun-off into three separate segments: Tagence, Geodesicx and UrsaNav. These segments went “back to the basics,” and focused more on serving customers, with each having a more defined company focus. Is this a move that creates or destroys value? How could it create value for the firms’ founders?

This case is intended for an advanced undergraduate or an MBA corporate finance class or an entrepreneurship elective. Students interested in analyzing whether or not decision makers within a company would want to spin-off divisions, or merge with another company, or divest a company would find this case appealing. Other students who just want to analyze whether the company has grown too much would be good candidates to do this case.

Examines the relationships between trust and perceived control on faculty reactions to a new merit pay system. In this system, faculty committees made recommendations to the administration, who made the final award decisions. A total of 286 faculty responded toasurvey that asked about their beliefs regarding the criteria used to make merit awards, their perceptions and opinions about the merit system, perceived outcomes from having the system, how much they trusted the administration, how much they trusted their colleagues, and whether they saw the merit system as being used as a negative form of control. Respondents indicated that the more they trusted the administration, the more they saw positive outcomes from the new system. The more the system was seen as a method of negative control, the more respondents reported negative outcomes from the program. In general, support was found for Lawler’s prescriptions regarding the role of trust and valid performance measures in effective merit pay systems.

Since Barker, Gupta, and Iantaffi (2007), in both mainstream cultural products and academic literature dealing with BDSM, there has been an increase in emanations of the “healing narrative,” which suggests that BDSM practices offer therapeutic potential. However, no significant attempt has been made to explore in greater detail the problematic relationship between this healing narrative and the history of pathologization of sadomasochistic desires and practices. Barker et al. (2007) rightly point out that in suggesting BDSM has healing potential, one runs the risk of implying that individuals who practice BDSM are in need of healing to begin with. This could be damaging to the image of BDSM, which after centuries of pathologization finally appears to be moving into a realm of acceptability. However, the experiences of BDSM practitioners who describe their practices as healing should not be discounted and could actually help to cultivate a more positive reputation, which makes the issue a political one. In this chapter, through an exploration of the concept of “healing” in cultural objects such as the film Secretary (2002, directed by Steven Shainberg) and the Showtime cable television series Billions (2016–present), this issue will be investigated further, leading to a way out of the apparent double bind. The aim is to come to an understanding of the therapeutic potential of BDSM, which would not only reframe the discourse of pathologization surrounding BDSM but also further the political goal of creating space for BDSM practitioners to explore their desires without having to experience stigmatization.

IT IS a widely admitted fact that a large proportion of inventions come from Britain. We have always been an innovative group of nations (for we are not referring to England alone. Scotland and Wales have done more than their share,) but far too often the exploitation has enriched firms and countries far removed from these islands.

INCENTIVE schemes are used by five‐sixths of British industry and at least a third of them are based on false values. Yet in general managements are satisfied with their schemes and have no desire to change them. That is only one of the startling findings in the Survey on Incentive Payments which its Industrial Engineering Committee has carried out for the Institution of British Managers.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

WITH the approach of the European Management Conference at Torquay and the news that The Work Study Society will be holding a one‐day Conference in London on October 14th and another in Hereford on November 25th it looks as if work study men will have plenty of opportunities of exchanging points of view this autumn.

IN this issue there is a Letter to the Editor (page 42). Its author is D. A. Barron, Chief Work Study Engineer of Marconi's Wireless Telegraph Co. Ltd., at Basildon. The letter is important from two aspects. Firstly, because it enables the writer of this column to clear up any misconceptions lingering in people's minds regarding references to Charles Bedaux in past editorials appearing in this journal.

This paper aims to discuss the appropriate uses of bonuses and award in recruiting and motivating project employees.

It is a conceptual discussion of human resources management (HRM) practices, supported by the author’s professional experience and observations in real-life project settings.

Bonuses and awards not only provide extrinsic financial rewards but also provide positive feedback to recipients. Extrinsic financial benefits (such as sign-on bonus, and retention bonus) may enhance the total compensation package and positively affect an employee’s job-related decision at least for the short term. He/she may accept a job offer or choose to stay on a project longer until the completion of a critical milestone because of the bonuses. However, positive recognition of employee performance (through the use of spot award, holiday award, or non-financial certificate of appreciation) is also a useful means to motivate employees. In addition, managers on international assignments need to pay attention to practices specific to host countries.

The practices discussed in this paper are based on real-life experience and observations. When they are used properly in conjunction with other HRM arrangements, bonuses and awards can be used to mitigate and delay turnover, and to motivate employees to increase their work performance.

This paper not only draws on theories and information from the HRM and project management literature but also draws from the author’s own management experience. Thus, the relevance and validity of the proposed concepts and practices have been proven in actual functional and project management settings.

In this research paper the authors argue that it is difficult to design compliance into the insertion tool of an assembly device.They suggest the use of a worktable with compliance and analyse the part mating forces that arise.