Looks at the potential of water hydraulics as an alternative to more traditional systems and explains the advantages and disadvantages. Provides a number of examples of where…
Abstract
Looks at the potential of water hydraulics as an alternative to more traditional systems and explains the advantages and disadvantages. Provides a number of examples of where water hydraulics is replacing other systems, in particular with the use of Nessie products. Also describes other areas where the use of water hydraulics is on the increase such as oil recovery, fire‐fighting, cheese making, abattoirs and sewerage service companies.
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In 1991 specialist sheet metal workers to the electronics industry, RMF Precision Sheet Metal Ltd faced major problems in their paint shop. Customer demand was so strong that the…
Abstract
In 1991 specialist sheet metal workers to the electronics industry, RMF Precision Sheet Metal Ltd faced major problems in their paint shop. Customer demand was so strong that the directors, Mike Higgins and Alan Horne, were forced into looking at new equipment and methods to speed up throughput without sacrificing the quality of finish that both KMF and their customers expect.
Computers were first used in manufacturing firms around 1958. Since then, their impact on manufacturing has been of mixed results. In some instances, they have greatly improved…
Abstract
Computers were first used in manufacturing firms around 1958. Since then, their impact on manufacturing has been of mixed results. In some instances, they have greatly improved the work done in the factories, especially in the area of computer controlled robots; while in other aspects of manufacturing, the results have been far below the desired standards. Inventory control and production scheduling are two examples of where computers have not lived up to management's expectations (Wright, 1974).
A. Coskun and Cheryl J. Frohlich
Considers the dehumanization and weak service performance in thebanking industry as it seeks to increase its efficiency. Argues thatsince customers are demanding more humanized…
Abstract
Considers the dehumanization and weak service performance in the banking industry as it seeks to increase its efficiency. Argues that since customers are demanding more humanized banking, banks must narrow this gap between supply and demand by evaluating their marketing deficiencies and becoming more proactive. Considers a model for developing a bank′s effectiveness and improving customer satisfaction, thus developing a competitive edge.
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PETER RUBINSTEIN, LEO M. TILMAN and ALAN TODD
This article discusses credit migration of diversified loan pool securitizations, as evidenced by the ratings transitions of mortgage‐backed securities (MBS) and asset‐backed…
Abstract
This article discusses credit migration of diversified loan pool securitizations, as evidenced by the ratings transitions of mortgage‐backed securities (MBS) and asset‐backed securities (ABS). The authors contrast the ratings (i.e., credit) stability of MBS and ABS relative to ratings migration of general obligation corporate credit. They also use holding period returns to compare the total return portfolios of MBS/ABS to portfolios of senior unsecured corporate obligations.
The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and…
Abstract
The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.
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If owner-managers engage in management development activities then chances of success may be improved for small businesses. But small business owner-managers (SBOMs) are a…
Abstract
Purpose
If owner-managers engage in management development activities then chances of success may be improved for small businesses. But small business owner-managers (SBOMs) are a difficult group to engage in management development activities. While practitioners worry about timing, content and location of development activities, the purpose of this paper is to examine what drives SBOMs to participate in an online discussion forum (ODF) as a form of management development. An ODF was run with SBOMs and the factors affecting their participation are reported from this exploratory study.
Design/methodology/approach
A qualitative methodology was used where data gathered from three sources, the ODF posts, in-depth interviews with participants and a focus group with non-participants. These were analysed to evaluate factors affecting participation of SBOMs in an ODF.
Findings
The findings point to the importance of owner-managers’ attitudes. Attitudes that positively affected SBOMs participation in the ODF included; appreciating that learning leads to business success; positive self-efficacy developed through prior online experience; and an occupational identity as a business manager.
Research limitations/implications
Few SBOMs participated in the ODF, which is consistent with research finding that they are a difficult group to engage in management development learning activities. Three forms of data were analysed to strengthen results.
Practical implications
Caution should be exercised when considering investment in e-learning to develop the managerial capabilities of SBOMs.
Originality/value
Evidence of the factors important for participation in an informal voluntary ODF. The findings suggest greater emphasis should be placed on changing attitudes if SBOMs are to be encouraged to participate in management development activities.
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Mark A. Abate and J. Michael Deneen
The cost of employer‐sponsored health‐care benefits continues to increase at an alarming rate. In its 2002 Annual Survey of Employer Health Benefits, the Kaiser Family Foundation…
Abstract
The cost of employer‐sponsored health‐care benefits continues to increase at an alarming rate. In its 2002 Annual Survey of Employer Health Benefits, the Kaiser Family Foundation reports an annual rate of increase of 12.7 percent for employer‐sponsored health insurance costs. Kaiser’s findings are corroborated by the survey findings of the large employee benefit consulting firms. Mercer Human Resource Consulting reports an annual rate of increase of 14.7 percent in its recently‐released Mercer/Foster Higgins National Survey of Employer‐Sponsored Health Plans 2002. Most industry experts agree that employers will face double‐digit increases in their health care costs for at least the next three to five years.
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Siri Terjesen and Sherry E. Sullivan
The purpose of this study is to examine the under‐researched subject of the role of mentoring relationships within and outside of organizational boundaries as individuals make the…
Abstract
Purpose
The purpose of this study is to examine the under‐researched subject of the role of mentoring relationships within and outside of organizational boundaries as individuals make the career transition from being a corporate employee to becoming an entrepreneur.
Design/methodology/approach
Using structured interviews, the authors collected data from 24 men and women in the financial services industry in the UK about their experiences in making the transition from a corporate organization to a new venture work context. All interviews were transcribed and systematic Nvivo coding was used.
Findings
Developmental relationships with structural, relational, and cognitive embeddedness were most likely to transfer from the individual's corporate workplace to their new venture. Support for both the recent literature on multiple mentors and for gender differences in the patterns of these mentoring relationships was also found.
Originality/value
This is the first published study to examine whether mentor relationships from previous corporate employment transfer to the protégé's new entrepreneurial venture and whether other types of relationships (e.g. coworkers, clients) are transformed into mentor‐protégé relationships after the career transition to entrepreneurship. It is also among the few studies to examine mentoring of entrepreneurs and gender differences in mentoring within the entrepreneurial work context.