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