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Article
Publication date: 1 May 1986

Roger G. Schroeder, John C. Anderson and Gary D. Scudder

An existing effective system of productivity measurement is desirable if productivity improvement initiatives are to take place. Yet amongst white collar workers, productivity…

362

Abstract

An existing effective system of productivity measurement is desirable if productivity improvement initiatives are to take place. Yet amongst white collar workers, productivity measurement tends to be ill‐defined and often non‐existent. This article outlines a framework within which managers can measure white collar productivity.

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Management Decision, vol. 24 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 March 1986

Roger G. Schroeder, Gary D. Scudder and Michael J. Pesch

The cost of materials has often been neglected by managers faced with the problem of reducing manufacturing costs. However, as direct labour, the classical cost reduction target…

181

Abstract

The cost of materials has often been neglected by managers faced with the problem of reducing manufacturing costs. However, as direct labour, the classical cost reduction target, is reduced by automation the task of reducing materials cost has become much more urgent. As a result of this pressure new approaches have been developed to address the reduction of materials costs. This article reviews and describes five such approaches.

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International Journal of Physical Distribution & Materials Management, vol. 16 no. 3
Type: Research Article
ISSN: 0269-8218

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Article
Publication date: 1 February 1985

Roger G. Schroeder, John C. Anderson and Gary D. Scudder

White‐collar productivity measurement can be improved, according to results from group sessions conducted with 39 executives, managers and academics which elicited a list of…

465

Abstract

White‐collar productivity measurement can be improved, according to results from group sessions conducted with 39 executives, managers and academics which elicited a list of eleven useful areas for measurement. There are three types of ways in which the measurements can be used: self‐improvement; performance appraisal, salary and promotion; and feedback, communication and work direction. Highly interactive jobs should be measured at group level, with individual performance judged on the basis of group results. Peer group ratings can also measure white collar productivity, with existing MBO systems providing information; and time management techniques are also appropriate.

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International Journal of Operations & Production Management, vol. 5 no. 2
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 April 1996

Joseph D. Blackburn and Gary D. Scudder

Software projects are commonly late and over budget, causing the product to be late to market. Based on questionnaires and field research with software managers in Europe, the USA…

1266

Abstract

Software projects are commonly late and over budget, causing the product to be late to market. Based on questionnaires and field research with software managers in Europe, the USA and Japan, seeks to isolate the management practices that accelerate software development. The results suggest that global differences are not pronounced: Japanese software factories have development processes structured similarly to their US and European counterparts; productivity is also roughly equivalent. To reduce development time, software managers currently achieve greater leverage from the management of people and the cross‐functional process than with the use of CASE tools and technology.

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Integrated Manufacturing Systems, vol. 7 no. 2
Type: Research Article
ISSN: 0957-6061

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Article
Publication date: 1 February 2000

Shawn D. Cartwright

You're probably too busy getting the kinks out of your own supply chain to worry about your competitor's. But you should.

189

Abstract

You're probably too busy getting the kinks out of your own supply chain to worry about your competitor's. But you should.

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Journal of Business Strategy, vol. 21 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 January 2006

Thomas R. Smith

The purpose of this paper is to provide a comprehensive background on the recent legislative, regulatory, and prosecutorial scrutiny of mutual funds and underlying issues such as…

448

Abstract

Purpose

The purpose of this paper is to provide a comprehensive background on the recent legislative, regulatory, and prosecutorial scrutiny of mutual funds and underlying issues such as the level and transparency of fees and costs, distribution and sales practices, and fund governance.

Design/methodology/approach

Provides a detailed chronology of events since January 2003 concerning mutual fund scandals such as trading abuses and questionable sales practices and related issues such as revenue sharing, directed brokerage, soft dollars, market timing, late trading, and selective disclosure. The chronology in this issue of JOIC will be followed an article in the next issue that describes reform initiatives that have taken place in response to the scandals.

Findings

Despite criticism and scrutiny of equity mutual funds following poor performance in 2001 and 2002, meaningful efforts to achieve reform began to lose momentum in mid‐2003. Then concern with mutual fund abuses was reignited in September 2003 when New York Attorney General Eliot Spitzer announced a settlement with Canary Capital that involved market timing, late trading, and selective disclosure. Since then there have been numerous disclosures of fund trading abuses and questionable trading practices, and the resulting uproar has triggered significant efforts to reform the manner in which funds and their service providers conduct business.

Originality/value

This comprehensive chronology provides an essential reference by bringing together all the events and underlying issues related to mutual fund scandals, abuses, regulation, compliance, and reform efforts since January 1, 2003.

Details

Journal of Investment Compliance, vol. 7 no. 1
Type: Research Article
ISSN: 1528-5812

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Case study
Publication date: 1 May 2006

Herbert Sherman

Abstract

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The CASE Journal, vol. 2 no. 2
Type: Case Study
ISSN: 1544-9106

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Article
Publication date: 21 September 2010

Ravi Kathuria, Fariborz Y. Partovi and Jeffrey H. Greenhaus

The purpose of this paper is to examine the role of manufacturing leadership in enhancing manufacturing performance for different manufacturing configurations.

3657

Abstract

Purpose

The purpose of this paper is to examine the role of manufacturing leadership in enhancing manufacturing performance for different manufacturing configurations.

Design/methodology/approach

Survey data collected from three levels of respondents in excess of 480, from 98 manufacturing units in the USA are used to test the study hypothesis using the cluster analysis and regression models.

Findings

Effective leadership is positively associated with overall manufacturing performance beyond the fixed effects of organizational variables, such as competitive orientation and industry membership. The manufacturing leadership, however, does not seem to affect customer satisfaction.

Research limitations/implications

The paper illustrates the use of behavioral theory of leadership in the context of managing operations with varying competitive orientations in different industries. Future research should, however, attempt to match different leadership practices/styles to different competitive orientations, and include employee characteristics, such as subordinates' prior experience, training, or skills that may influence the need for demonstrating the leadership practices differently for different competitive orientations.

Practical implications

As manufacturers pursue a combination of priorities, their manufacturing managers need to use a gamut of effective leadership practices, such as planning, delegating, inspiring, etc. Manufacturers may also note that effective manufacturing leadership enhances performance on a host of measures, such as quality, timeliness, efficiency, etc. which are directly influenced by the manufacturing group. For measures, such as customer satisfaction, manufacturing leadership needs to be augmented by managing customer expectations and by being more flexible in accommodating customers' requirements.

Originality/value

This is the first study to deploy multiple respondents to simultaneously examine the effects of competitive orientation and leadership practices on manufacturing performance.

Details

International Journal of Operations & Production Management, vol. 30 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 July 2004

Elizabeth M. Knoblock

Under the new Compliance Program Rules, each U.S. registered investment adviser and U.S. registered investment company was required to designate a Chief Compliance Officer (“CCO)”…

1431

Abstract

Under the new Compliance Program Rules, each U.S. registered investment adviser and U.S. registered investment company was required to designate a Chief Compliance Officer (“CCO)” by October 5, 2004. The CCO title is expected to carry supervisory responsibility for many of the newly appointed officers, which may lead to personal liability if they are charged with a failure of the duty to supervise. As a result, there is renewed interest in the standard of care applicable to supervisory personnel of investment advisers and the manner in which they may be insulated from regulatory liability for claims of failure to supervise persons under their control who violate certain federal securities laws (“Federal Securities Laws)”.

Details

Journal of Investment Compliance, vol. 5 no. 3
Type: Research Article
ISSN: 1528-5812

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Article
Publication date: 1 January 2004

Terrance J. O’Malley

A hedge fund manager typically falls within the definition of an “investment adviser” under the Investment Advisers Act of 1940 (“Advisers Act”). Persons who fall within this…

1020

Abstract

A hedge fund manager typically falls within the definition of an “investment adviser” under the Investment Advisers Act of 1940 (“Advisers Act”). Persons who fall within this definition generally must register with the SEC and are subject to all applicable requirements under the Advisers Act and it related rules. However, the Advisers Act and its rules currently provide an exemption from SEC registration that is available to many hedge fund managers. In light of recent suggestions by SEC officials to greatly restrict or eliminate the exemption, this article summarizes the most significant consequences of SEC registration for hedge fund managers.

Details

Journal of Investment Compliance, vol. 5 no. 1
Type: Research Article
ISSN: 1528-5812

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