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Management Experience (management + experience)
Selected AbstractsDebt management in Brazil: evaluation of the real plan and challenges aheadINTERNATIONAL JOURNAL OF FINANCE & ECONOMICS, Issue 1 2002Afonso S. Bevilaqua Abstract The Brazilian domestic debt has posed two challenges to policy-makers: it has grown very fast and its maturity is extremely short. This has prompted fears that a default or a compulsory lengthening scheme would be imposed. Here, we analyse the domestic public debt management experience in Brazil, searching for policy prescriptions for the next few years. After briefly reviewing the recent domestic public debt history, we decompose the large rise in federal bonded debt during 1995,2000, searching for its macroeconomic causes. The main culprits are the extremely high interest payments,which, until 1998, were caused by the weak fiscal stance and the quasi-fixed exchange-rate regime; and since 1999, by the impact of the currency depreciation on the dollar-indexed and the external debt,, and the accumulation of assets of doubtful value, much of which may have to be written off in the future. Simulation exercises of the net debt path for the near future underscore the importance of a tighter fiscal stance to prevent the debt-GDP ratio from growing further. Given the need to quickly lengthen the debt maturity, our main policy advice is to foster, and rely more on, inflation-linked bonds. Copyright © 2002 John Wiley & Sons, Ltd. [source] Social Capital and Social Influence on the Board of DirectorsJOURNAL OF MANAGEMENT STUDIES, Issue 1 2009William B. Stevenson abstract It is often assumed that directors with human capital such as prior management experience or independence from the company are the most influential board members. By contrast, in a survey of all the board members in 14 companies we found that ties to others in a network of strong ties among those who meet outside of board meetings were more important predictors of social influence than human capital or ties across boards. These ties within the board represent the social capital of members in the form of prior relationships with other directors, ties to others on the board, and membership in cliques within the board's network of ties. These results support a social capital perspective on influence that emphasizes relationships with others on the board as important factors in the social dynamics of board decision-making. [source] P-25 DOES THE PRESENCE OF KOILOCYTES IN A BNA SMEAR AFFECT CLINICAL OUTCOMES?CYTOPATHOLOGY, Issue 2006L. Alexander Introduction:, There is ongoing debate about the terminology used in the classification of dyskaryosis, including whether BNA smears should be classified according to whether koilocytes are present or not. We explored the effect of koilocytosis in the management experiences and clinical outcomes of women with a single BNA smear. Methods:, This study includes 410 women aged 20,59 years, resident in Tayside who had an ,baseline' BNA smear between 31/10/1999 and 31/10/2002 who were eligible for the TOMBOLA trial but who did not participate. Recommended follow-up for these women was a repeat smear in six months. Up to three-years follow-up data was collected on subsequent cytological smears, colposcopy examinations and any related histology. The baseline smear was re-read for the presence or absence of koilocytes. Women were classified according to their clinical outcomes during their three years. Results:, 47% (192/410) of women were classified as having koilocytosis at baseline. The mean age was lower among these women (25 years) compared to those without koilocytosis (35 years). 55% (105/192) of women with koilocytosis at baseline had one or more negative smears and no further abnormal smears, compared to 63% (137/218) of those without koilocytosis, the difference was not statistically significant. 28% (53/192) of women with koilocytosis at baseline were referred to colposcopy after subsequent low-grade or high-grade smears compared to 19% (42/218) of those without koilocytosis; the difference was statistically significant. 14% (27/192) of women with koilocytosis at baseline were diagnosed with CIN2/3 or worse during follow-up compared to 10% (21/218) of women without koilocytosis; the difference was not statistically significant. Discussion:, Our results suggest that the presence or absence of koilocytosis has little impact on the clinical outcomes of women with a BNA smear. [source] Foundational Value of Statistics Education for Management CurriculumINTERNATIONAL STATISTICAL REVIEW, Issue 3 2007Hirokuni Tamura Traitement humain de l'information; Education/Enseignement; Prise de décision; Prévision; Modèles statistiques Summary The purpose of this paper is to propose a unique and distinct value of statistics education for management. The 1986 inaugural conference on Making Statistics More Effective in Schools of Business (MSMESB) proposed valuable guidelines for reforming statistics education in schools of business. However, a survey conducted by McAlevey & Everett (2001) identified that their impact has been minimal, and argued that structural problems many business schools have are the potential cause. We argue these structural problems exist because the value of the body of statistical tools for management is ambiguous and has not been made explicit. The unique and distinct value of statistics for management can be identified as the body of tools necessary to meet the inherent needs of a manager charged with making predictive judgments facing data. The need arises because human information-processing capacity is quite limited, as the findings of researchers in cognitive psychology testify. These findings also affirm that the basic statistical concepts needed for processing data cannot be learned from management experiences. The model of a manager faced with data, while considering the evidence of inherent limitations of human information-processing capacity, establishes the foundational value of statistics training in the management curriculum. Statistics education in business schools will be made more effective when management educators recognize such value of the discipline, lend their support and reward the ownership commitment for continuous improvement and innovations of the business statistics curriculum. Résumé Le but de cet article est de proposer une valeur unique et particulière de l'enseignement des statistiques dans le domaine de la gestion. La conférence inaugurale de 1986 traitant des moyens d'améliorer l'efficacité de cet enseignement dans les écoles de gestion a proposé des lignes directrices valables pour la réforme de l'enseignement des statistiques dans les écoles de gestion. Néanmoins, un sondage effectué par McAlevey & Everett (2001), a identifié leur impact comme étant minimal et en attribue la cause probable aux problèmes structurels des écoles de gestion. Nous considérons que ces problèmes existent parce que la valeur du corpus statistique de gestion est ambigüe et n'a pas été mise en lumière. La valeur unique et distincte des statistiques de gestion peut être identifiée comme un corpus d'outils nécessaires pour répondre aux besoins inhérents d'un gestionnaire chargé de faire des prévisions au moyen d'informations brutes. Ce besoin vient du fait que la capacité humaine de traitement de l'information est limitée ainsi qu'en témoignent les recherches en psychologie cognitive. Ces résultats affirment également que les concepts statistiques basiques nécessaires pour le traitement de l'information ne peuvent être acquis par l'expérience de la gestion. Le modèle du gestionnaire confronté de l'information, une fois l'évidence des limites des capacités humaines en matière de traitement de l'information est prise en compte, établi la valeur fondatrice de l'entrainement aux statistiques dans un curriculum de gestion. L'enseignement des statistiques dans les écoles de commerce sera plus efficace quand les responsables de l'éducation reconnaitront cette valeur de la discipline, y apporteront leur soutien et récompenseront les actions visant à l'amélioration et l'innovation constante au sein du curriculum statistique de gestion. [source] | ||||||||||