Allison Lurton, William Massey and Robert S. Fleishman
The purpose of this paper is to provide a summary of recent Commodity Futures Trading Commission (CFTC) final rules prohibiting manipulation of commodity markets. The paper…
Abstract
Purpose
The purpose of this paper is to provide a summary of recent Commodity Futures Trading Commission (CFTC) final rules prohibiting manipulation of commodity markets. The paper provides the specific prohibitions contained in new rules prompted by new authorities granted to the CFTC by the Dodd‐Frank Act.
Design/methodology/approach
The paper includes a discussion of relevant Dodd‐Frank Act provisions, the two new final CFTC rules and the scope of the new rules as explained by the CFTC in its rulemaking release. Included in these discussions are some specific applications of the new rules.
Findings
The final CFTC rules are similar to the rules proposed last fall. How the final rules and the release respond to public comments received in response to the proposed rulemaking are described in the paper.
Practical implications
The new final CFTC rules became effective August 15, 2011. The rules have wide application, so all commodity market participants should be made aware of the new rules and their prohibitions.
Originality/value
The paper provides expert advice from experienced energy and commodity regulatory attorneys.
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Kevan W. Lamm, Hannah S. Carter and Alexa J. Lamm
Although the term interpersonal leadership has been well established within the literature, there remains a dearth of theoretically derived models that specifically address the…
Abstract
Although the term interpersonal leadership has been well established within the literature, there remains a dearth of theoretically derived models that specifically address the comprehensive nature of the underlying leader behaviors and activities. The intent of the present article is to attempt to synthesize the existent leadership models, behaviors, and factors to arrive at a coherent conceptual model of interpersonal leadership that can inform efficient and effective leadership education programs. The resulting model included 13 primary factors integrated within a hierarchical framework. Leadership educators are recommended to adopt or adapt the proposed model while developing educational curriculum and interventions.
Rachel Fleishman, Adrian Tomer and Robert Schwartz
Attention has been increasingly devoted to the development of methods for assessing the quality of care in long‐term care (LTC) facilities, especially for government surveillance…
Abstract
Attention has been increasingly devoted to the development of methods for assessing the quality of care in long‐term care (LTC) facilities, especially for government surveillance. A study is described which used the tracer method to provide data on the quality of care in Israeli LTC institutions. Advantages of the tracer method include its incorporation of structural, process and outcome measures and its focus on a number of representative tracer conditions. The study tested the ability of the tracer method to provide data on the quality of care, and facilitated adoption of this methodology by the government for their annual inspections.
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As an unprecedented level of merger and acquisition activity continues to sweep across the global business landscape, public relations firms certainly have not watched from the…
Abstract
As an unprecedented level of merger and acquisition activity continues to sweep across the global business landscape, public relations firms certainly have not watched from the sidelines. PR agencies are pursuing mergers as fast as other industries. And this despite the sobering fact that the majority of mergers and acquisitions fail within the first three years. For any PR consultancy in search of a merger partner, avoiding that fate requires a constant awareness of one simple fact: PR is truly a people business. PR assets are exclusively people and their intellectual property, so making a PR agency merger work involves much more than getting the numbers right.
Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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This article was written to encourage scholars to not forget to include the power of hierarchy in their studies of leadership in public sector organizations. Contemporary theories…
Abstract
This article was written to encourage scholars to not forget to include the power of hierarchy in their studies of leadership in public sector organizations. Contemporary theories of leadership too often assume that hierarchy will wither away once the leader imposes his or her will on the organization, an assumption that does not seem to work in reality given the bureaucratic nature of public organizations. Instead it is argued that we can learn about public sector leadership needs by remembering the power of hierarchy and what it demands in terms of leadership from different levels in the organization. The article concludes with speculation as to how future research on leadership might be directed with hierarchy in mind.
Tripp Driskell, James E. Driskell and Eduardo Salas
The reliance on teams in today’s work environment underscores the importance of understanding how teams function. To better understand teams, one must be able to measure team…
Abstract
Purpose
The reliance on teams in today’s work environment underscores the importance of understanding how teams function. To better understand teams, one must be able to measure team dynamics or interaction. The purpose of this chapter is to outline an unobtrusive approach to measuring team dynamics from verbal communications.
Methodology
The basic premise of this approach is that the words we use provide insight into how we feel and think at any given time. The methodology described in this chapter employs a lexical analytic approach to examining team dynamics. To best accomplish this, we first identify the principal features or dimensions of teamwork and then we propose lexical measures that may map to these processes.
Practical implications
This approach can be employed to track team functioning over time “at a distance” without interrupting task performance.
Originality
This chapter describes an approach to measuring relevant teamwork dimensions through verbal content. This approach has the potential to give us direct, unobtrusive insight into the emotional and cognitive states of teams. It is original in its examination of how team dynamics can be indexed in speech.
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The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management…
Abstract
The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management 4.0 is essential for businesses to find and apply the appropriate technologies in the age of Industry 4.0. The leadership styles that business managers will adopt in order to be successful in this process and to survive in an intensely competitive environment can play an important role. At this point, a significant problem arises: identifying leadership styles that will bring success. In this context, the primary purpose of this chapter is to explain the modern leadership styles that business managers can adopt or follow in the age of Industry 4.0. In line with this purpose, the chapter first describes the historical development of leadership, leadership theories and modern leadership styles, such as transactional, transformational, technological, strategic, visionary and agile leadership, and all these concepts are discussed based on the Industry 4.0 perspective.