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Senior Management (senior + management)
Terms modified by Senior Management Selected AbstractsThe Relationship between Internal Audit and Senior Management: A Qualitative Analysis of Expectations and PerceptionsINTERNATIONAL JOURNAL OF AUDITING, Issue 3 2006Gerrit Sarens This study, based upon Belgian case studies, provides a qualitative assessment of the relationship between internal audit and senior management, analysing the expectations and perceptions of both parties. We found that senior management's expectations have a significant influence on internal audit and that internal audit, generally, is able to meet most of these expectations. Senior management wants internal audit to compensate for the loss of control they experience resulting from increased organisational complexity. Senior management expects internal audit to fulfil a supporting role in the monitoring and improvement of risk management and internal control, and wants them to monitor the corporate culture. Furthermore, they expect internal audit to be a training ground for future managers. On the other hand, internal audit expects senior management to take the first steps in the formalisation of the risk management system. They are looking for senior management support, as this benefits their overall acceptance. [source] Brokering knowledge in organizational networks: The SPN approachKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2002S. Burnett Over the last three years (at the time of writing this paper) the upstream oil and gas industry has experienced substantial changes at a structural level due a variety of factors including the low cost of oil, depleting reserves, maturing regions, strong competition, and the high costs for development projects. The growing pressure on organizations to operate more economically has led to the recent spate of cost-reduction initiatives including acquisitions, strategic alliances, joint ventures and consortia agreements. Senior management are realizing that it is their intangible assets, in the form of knowledge, which provide the key to their continued success and their company policies are seeking to identify and manage their knowledge base more effectively by implementing a range of initiatives addressing behavioural, process and technological issues. This paper illustrates how, through the use of a knowledge broker, a major project was handled to realize the knowledge potential of the individuals and the team. Main outcomes from the ongoing project include the establishment of understanding and buy-in amongst all the alliance partners to the use of shared measures to align objectives, the development of a management structure to support the performance management system and the maintenance of pace and focus through the provision of dedicated resources. Copyright © 2002 John Wiley & Sons, Ltd. [source] How can you help organizations change to meet the corporate responsibility agenda?CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2004David Lyon As corporate responsibility (CR) has developed over the past decade, companies have developed and communicated their formal values relating to environment, employees, stakeholders and governance through public statements. Many of these companies have produced formal reports covering their performance on environmental and social issues. Continued improvement and delivery of commitments depends on buy-in not just from senior management (and the CR manager), but from managers and staff across the organization. This is only possible if there is a culture that is supportive of corporate responsibility. One key aspect of making this change is understanding how the company's culture affects corporate responsibility performance. This paper discusses some areas of organizational culture that affect CR performance including rewards and recognition, learning and managing change, awareness and involvement, questioning culture and flexibility underpinned by mutual respect. It also provides an overview of our approach for assessing and fostering a supportive culture. This is based on working with clients to manage their licence to operate in addition to extensive experience in innovation culture and safety culture. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment. [source] Genetically Engineered: Why Some Venture Capital Firms Are More Successful Than OthersENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2009Jennifer M. Walske While venture capital has received a tremendous amount of attention, prior research has predominantly looked at venture capital firms (VCFs) post raising their first fund. In this paper, we move the point of analysis back further and ask what type of founding team experience best predicts VCF success, controlling for firm strategy, firm size, and the environment upon which the firm was born. Empirical results show that venture capital, senior management, and consulting experience aids VCF success, while entrepreneurial experience impedes it. None of the control variables affect a VCF's ability to raise subsequent funds. [source] Managerial Risk-Taking Incentives and Executive Stock Option Repricing: A Study of US Casino ExecutivesFINANCIAL MANAGEMENT, Issue 1 2005Daniel A. Rogers I examine the relation between managerial incentives from holdings of company stock and options and stock option repricing. Because options provide incentives to increase both risk and stock price, firms must realize that as options go underwater, executives might face incentives to invest in risky, negative NPV projects. Repricing may alleviate such incentives. I examine repricing activity by firms in the US gaming industry and find that risk-taking incentives from options are positively related to the incidence of executive option repricing. The results support the hypothesis that repricing assists firms in alleviating excessive risk-taking incentives of senior management. [source] Reflections on issues of power in packaged software selectionINFORMATION SYSTEMS JOURNAL, Issue 3 2006Debra Howcroft Abstract., The adoption of packaged software is becoming increasingly common in a variety of organizations and much of the packaged software literature presents this as a straightforward, linear process based on rationalistic evaluation. This paper applies the framework of power relations developed by Markus and Bjørn-Andersen to a longitudinal study concerning the adoption of a customer relationship management package in a small organization. This is used to highlight both overt and covert power issues within the selection and procurement of the product and illustrate the interplay of power between senior management, information technology (IT) managers, IT vendors and consultants and end-users. The paper contributes to the growing body of literature on packaged software and also to our understanding of how power is deeply embedded within the surrounding processes. [source] The Relationship between Internal Audit and Senior Management: A Qualitative Analysis of Expectations and PerceptionsINTERNATIONAL JOURNAL OF AUDITING, Issue 3 2006Gerrit Sarens This study, based upon Belgian case studies, provides a qualitative assessment of the relationship between internal audit and senior management, analysing the expectations and perceptions of both parties. We found that senior management's expectations have a significant influence on internal audit and that internal audit, generally, is able to meet most of these expectations. Senior management wants internal audit to compensate for the loss of control they experience resulting from increased organisational complexity. Senior management expects internal audit to fulfil a supporting role in the monitoring and improvement of risk management and internal control, and wants them to monitor the corporate culture. Furthermore, they expect internal audit to be a training ground for future managers. On the other hand, internal audit expects senior management to take the first steps in the formalisation of the risk management system. They are looking for senior management support, as this benefits their overall acceptance. [source] Capacity Planning in a Transitional Setting with Simulation-based Modeling: A Case StudyINTERNATIONAL TRANSACTIONS IN OPERATIONAL RESEARCH, Issue 2 2002Christoph Haehling Von Lanzenauer Significant progress has been made in the development of modeling and analysis frameworks for the purpose of supporting senior executives in their task of strategy formulation and evaluation. Using the case study British Synthetic Fibres Ltd, the important strategic task of capacity planning is addressed in a transitional setting. The paper illustrates the use of influence diagrams, the development of a spreadsheet model in a language facilitating easy communication with senior management, and the strength of risk analysis as effective tools for managing the capacity-planning process. Special emphasis is placed on the benefits and insights to be gained from this approach in evaluating strategic options in the context of the case study. [source] Enterprise Risk Management: Theory and PracticeJOURNAL OF APPLIED CORPORATE FINANCE, Issue 4 2006Brian W. Nocco The Chief Risk Officer of Nationwide Insurance teams up with a distinguished academic to discuss the benefits and challenges associated with the design and implementation of an enterprise risk management program. The authors begin by arguing that a carefully designed ERM program,one in which all material corporate risks are viewed and managed within a single framework,can be a source of long-run competitive advantage and value through its effects at both a "macro" or company-wide level and a "micro" or business-unit level. At the macro level, ERM enables senior management to identify, measure, and limit to acceptable levels the net exposures faced by the firm. By managing such exposures mainly with the idea of cushioning downside outcomes and protecting the firm's credit rating, ERM helps maintain the firm's access to capital and other resources necessary to implement its strategy and business plan. At the micro level, ERM adds value by ensuring that all material risks are "owned," and risk-return tradeoffs carefully evaluated, by operating managers and employees throughout the firm. To this end, business unit managers at Nationwide are required to provide information about major risks associated with all new capital projects,information that can then used by senior management to evaluate the marginal impact of the projects on the firm's total risk. And to encourage operating managers to focus on the risk-return tradeoffs in their own businesses, Nationwide's periodic performance evaluations of its business units attempt to refl ect their contributions to total risk by assigning risk-adjusted levels of "imputed" capital on which project managers are expected to earn adequate returns. The second, and by far the larger, part of the article provides an extensive guide to the process and major challenges that arise when implementing ERM, along with an account of Nationwide's approach to dealing with them. Among other issues, the authors discuss how a company should assess its risk "appetite," measure how much risk it is bearing, and decide which risks to retain and which to transfer to others. Consistent with the principle of comparative advantage it uses to guide such decisions, Nationwide attempts to limit "non-core" exposures, such as interest rate and equity risk, thereby enlarging the firm's capacity to bear the "information-intensive, insurance- specific" risks at the core of its business and competencies. [source] ORGANIZATIONAL AND OCCUPATIONAL COMMITMENT: KNOWLEDGE WORKERS IN LARGE CORPORATIONS*JOURNAL OF MANAGEMENT STUDIES, Issue 6 2002TAM YEUK-MUI MAY Previous discussion of knowledge work and workers tends to overlook the importance of contextual knowledge in shaping the organizational form of knowledge workers who are employees in large corporations. This paper proposes a model to understand the way knowledge base and organizational form are related to the work commitment, effort and job satisfaction of knowledge workers. The model is derived from (1) a critical examination of the market model of knowledge work organization, and (2) the results of empirical research conducted in two large corporations. We argue that contextual knowledge is important in the relationships between the corporation and knowledge workers. A dualistic model and an enclave organizational form are suggested to examine the relationships between the commitment, work effort and job satisfaction of knowledge workers. We noted from our empirical cases that enclave-like work teams enhanced the expertise and job autonomy of knowledge workers vis-à-vis management. These work teams together with the performance-based pay system, however, led to unmet job expectations including limited employee influence over decision-making and careers, and communication gaps with senior management. Under these circumstances, and in contrast to the impact of occupational commitment, organizational commitment did not contribute to work effort. The study highlights the importance of management's strategy in shaping the organizational form of knowledge work. The paper concludes by noting general implications of our study for the management of expertise and for further research. [source] Factors influencing job satisfaction of front line nurse managers: a systematic reviewJOURNAL OF NURSING MANAGEMENT, Issue 7 2008HOW LEE BScN Aim, The purpose of this study was to systematically review the research literature that examined the determinants of front line nurse managers' job satisfaction. Background, Front line managers are the vital link between senior management and clinical nurses. They influence organizational culture and outcomes for patients and staff so their job satisfaction and ultimately retention is of importance. Evaluations, A review of research articles that examined the determinants of front line nurse managers' job satisfaction was conducted. These managers supervise staff nurses and have direct responsibility for the management of a nursing unit or team in any type of healthcare facility. Fourteen studies were included in the final analysis. Key issues, Evidence of significant positive relationships were found between span of control, organizational support, empowerment and the job satisfaction of front line nurse managers. Conclusion, The review suggests that job satisfaction of front line managers may be improved by addressing span of control and workload, increasing organizational support from supervisors and empowering managers to participate in decision-making. Implications for Nursing Management, Healthcare organizations may enhance the recruitment, retention and sustainability of future nursing leadership by addressing the factors that influence job satisfaction of front line managers. [source] Are nurses prepared for retirement?JOURNAL OF NURSING MANAGEMENT, Issue 6 2008JUDITH BLAKELEY BScN Aim, This study explored various factors and income sources that registered nurses believe are important in retirement planning. Background, In many countries worldwide, many registered nurses are approaching retirement age. This raises concerns related to the level of preparedness of retiring nurses. Methods, A mail-out questionnaire was sent to 200 randomly selected nurses aged 45 and older. SPSS descriptors were used to outline the data. Multiple t -tests were conducted to test for significant differences between selected responses by staff nurses and a group of nurse managers, educators and researchers. Results, Of 124 respondents, 71% planned to retire by age 60. Only 24% had done a large amount of planning. The top four planning strategies identified were related to keeping healthy and active, both physically and mentally; a major financial planning strategy ranked fifth. Work pensions, a government pension and a personal savings plan were ranked as the top three retirement income sources. No significant differences were found between the staff nurse and manager groups on any of the items. Implications for nursing managers/conclusions, The results of this study suggest that managers' preparation for retirement is no different from that of staff nurses. All nurses may need to focus more on financial preparation, and begin the process early in their careers if they are to have a comfortable and healthy retirement. Nurse managers are in a position to advocate with senior management for early and comprehensive pre-retirement education for all nurses and to promote educational sessions among their staff. Managers may find the content of this paper helpful as they work with nurses to help them better prepare for retirement. This exploratory study adds to the limited amount of research available on the topic. [source] Developing a sustainable culture of innovation management: a prescriptive approachKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2005Mohamed Zairi This paper proposes an approach to innovation management, which produces seamlessness, unleashes full creative potential, integrates activities, delivers superior performance, and builds a sustainable culture. At the heart of World Class innovation is the role of senior management. This paper argues that senior managers have to exercise interest and commitment to innovation activity and have to play a more transparent role in nurturing the development of a sustainable innovation culture. Other critical aspects found through comprehensive research to be inherent factors and key triggers of success are also covered in this paper with prescriptive steps that can help in the establishment of sustainable innovation activity. Copyright © 2005 John Wiley & Sons, Ltd. [source] Impact of organizational and project factors on acceptance and usage of project management software and perceived project successPROJECT MANAGEMENT JOURNAL, Issue 2 2008Abdullah Saeed Bani Ali Abstract This study surveyed 497 participants to determine the factors that affect project professionals' acceptance of project management software and the perceived impact of software usage on their performance. The study finds that greater information quality and higher project complexity are the dominant factors explaining higher levels of system utilization, that greater system functionality and ease of use have a significant positive relationship with increased software usage, and that a strong positive relationship exists between higher usage of project management software and perceived project managers' improved performance. Inconsistent with prior research, more training was not found to be associated with project management software usage. The study explains more than 40% of the variation in project management software acceptance and adds project management software usage to project success factors by empirically confirming for the first time that project management software enhances project professionals' perceived performance and provides a positive impact on the results of their projects. The study provides practical implications for project professionals, their organizations, senior management, decision makers, software developers, and vendors. These findings support the call for further research that investigates the diffusion of information technologies in the project management field and their impact on project success and competitive position. [source] A novel audit model for assessing quality in non-regulated researchQUALITY ASSURANCE JOURNAL, Issue 2 2009S. G. Volsen Abstract The need for Quality standards in non-regulated research is a matter of considerable current debate. Whilst a number of such guidelines have been developed over recent years, their successful implementation remains a challenge to all. In order to assess whether research standards are indeed improving on the bench following the instigation of such a quality system, a question posed by both senior management and scientists alike, an independent compliance programme is required. However, given the lack of predicate rules, naivety to audit process and general sensitivity to external scrutiny within the scientific ranks, then work in this ,Grey Area' generates high exposure for the conventional GLP, GCP or GMP auditor. We have developed, tried, and tested a highly effective, novel audit model for assessing the quality of non-regulated research. This simple system can be applied successfully irrespective of scientific discipline or field. Whilst common principles will always apply during any quality system audit, the refinements and idiosyncrasies we describe here will, as we have found, help underpin success. Our intentional assumption is that this is a first time endeavour for the quality professional. Copyright © 2009 John Wiley & Sons, Ltd. [source] Managing innovative R&D teamsR & D MANAGEMENT, Issue 3 2003Hans J. Thamhain Successful R&D groups not only generate innovative ideas, but also transfers these newly created concepts through the organizational system for economic gain. While innovation is not a random process, managers often argue that R&D performance is hard to measure and even more difficult to manage. An exploratory field study into technology-oriented R&D environments determines the principle factors that influence innovation-based performance of R&D teams. The results identify specific barriers and drivers to innovative team performance and provide insight into the type of an organizational environment and managerial leadership that is conducive to innovative R&D team performance. The data further suggest that many of the performance variables have their locus outside the R&D organization. Yet, managerial leadership style, both at the R&D team level and at senior management, has significant impact on creativity that ultimately affects R&D performance. [source] Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the FirmTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2010Ulrike De Brentani Product innovation and the trend toward globalization are two important dimensions driving business today, and a firm's global new product development (NPD) strategy is a primary determinant of performance. Succeeding in this competitive and complex market arena calls for corporate resources and strategies by which firms can effectively tackle the challenges and opportunities associated with international NPD. Based on the resource-based view (RBV) and the entrepreneurial strategic posture (ESP) literature, the present study develops and tests a model that emphasizes the resources of the firm as primary determinants of competitive advantage and, thus, of superior performance through the strategic initiatives that these enable. In the study, global NPD programs are assessed in terms of three dimensions: (1) the organizational resources or behavioral environment of the firm relevant for international NPD,specifically, the global innovation culture of the firm and senior management involvement in the global NPD effort; (2) the global NPD strategies (i.e., global presence strategy and global product harmonization strategy) chosen for expanding and exploiting opportunities in international markets; and (3) global NPD program performance in terms of shorter- and longer-term outcome measures. These are modeled in antecedent terms, where the impact of the resources on performance is mediated by the NPD strategy of the firm. Based on data from 432 corporate global new product programs (North America and Europe, business-to-business, services and goods), a structural model testing for the hypothesized mediation effects was substantially supported. Specifically, having an organizational posture that, at once, values innovation plus globalization, as well as a senior management that is active in and supports the international NPD effort leads to strategic choices that are focused on making the firm truly global in terms of both market coverage and product offering. Further, the two strategies,global presence and global product harmonization,were found to be significant mediators of the firm's behavioral environment in terms of impact on performance of global NPD programs. [source] Market response models and marketing practiceAPPLIED STOCHASTIC MODELS IN BUSINESS AND INDUSTRY, Issue 4-5 2005Dominique M. Hanssens Abstract Market response models are intended to help scholars and managers understand how consumers individually and collectively respond to marketing activities, and how competitors interact. Appropriately estimated effects constitute a basis for improved decision making in marketing. We review the demand and supply of market response models and we highlight areas of future growth. We discuss two characteristics that favour model use in practice, viz. the supply of standardized models and the availability of empirical generalizations. Marketing as a discipline and market response models as a technology may often not receive top management attention. In order to have enhanced relevance for senior management, we argue that marketing models should be cross-functional, include short- and long-term effects, and be considerate of capital markets. We also identify emerging opportunities for marketing model applications in areas such as public policy and litigation. Copyright © 2005 John Wiley & Sons, Ltd. [source] Government report highlights management and communication failures at STFCASTRONOMY & GEOPHYSICS, Issue 3 2008Article first published online: 13 MAY 200 The report of the Innovation, Universities, Science and Skills Select Committee sets out in robust, plain language, a damning summary of the Science and Technology Facilities Council's handling of its funding problems over the past few months, highlighting "a poorly conceived delivery plan, lamentable communication and poor leadership, as well as major senior management misjudgements". [source] A case study of occupational therapy managers in NSW: Roles, responsibilities and work satisfactionAUSTRALIAN OCCUPATIONAL THERAPY JOURNAL, Issue 2 2009Jane E. Gamble Abstract Background: Job satisfaction has been shown to affect levels of staff retention and productivity, but few studies have been conducted on the work of occupational therapy managers and their job satisfaction. This study explores the roles and responsibilities of occupational therapy managers who are clinician-managers or manager-administrators, and sources of their work satisfaction. Methods: A collective case study involved telephone interviews with 16 occupational therapy managers. Semistructured interview questions were based on an earlier discussion with a separate group of occupational therapy managers. Interview transcripts were analysed for emerging themes. Results: There were no clear differences in the roles and responsibilities of the two types of managers (manager-administrators and clinician-managers); however, manager-administrators tended to be responsible for larger numbers of staff. Managers reported that taking a clinical caseload is often at their own discretion. A common challenge for managers is the balancing of priorities as a clinician and a manager. Managing people was a common source of joy and sometimes a source of frustration. Mediating between staff and senior management and the need for budget control and efficiencies was an important aspect of managers' work, as was their autonomy to make decisions. Conclusions: Occupational therapy managers assume responsibilities consistent with clinician managers across disciplines. The main sources of work satisfaction related to people management particularly when staff were working effectively as a team and there was respect from senior management. Further research will confirm whether there are no obvious differences between clinician-manager and manager-administrators, and whether there are clear differences in work-related frustration across sectors. [source] ALTERNATIVE CURRICULUM: The integration of an alternative curriculum: Skill ForceBRITISH JOURNAL OF SPECIAL EDUCATION, Issue 3 2009Lynne Rogers The introduction of alternative curricula in the UK for students in the secondary phase is one of a number of strategies designed to improve attendance at school, reduce exclusion and improve attainment. Skill Force is a charitable youth initiative that offers 14- to 16-year-old students a key skills based vocational alternative to the traditional curriculum. In this article, Lynne Rogers, Susan Hallam and Jacquelene Shaw of the Institute of Education, University of London, and Jasmine Rhamie of the University of Southampton set out to explore the views of Skill Force instructors and team leaders, school staff and Skill Force Regional Directors. These participants perceived the critical factors in the successful integration of Skill Force to be: effective introduction of the programme to pupils and parents; careful selection of students; clear introduction of the programme to staff; integrated discipline policies; strong support from senior management; good communication; and a willingness to resolve practical difficulties. [source] DIPKIP: A CONNECTIONIST KNOWLEDGE MANAGEMENT SYSTEM TO IDENTIFY KNOWLEDGE DEFICITS IN PRACTICAL CASESCOMPUTATIONAL INTELLIGENCE, Issue 1 2010Álvaro Herrero This study presents a novel, multidisciplinary research project entitled DIPKIP (data acquisition, intelligent processing, knowledge identification and proposal), which is a Knowledge Management (KM) system that profiles the KM status of a company. Qualitative data is fed into the system that allows it not only to assess the KM situation in the company in a straightforward and intuitive manner, but also to propose corrective actions to improve that situation. DIPKIP is based on four separate steps. An initial "Data Acquisition" step, in which key data is captured, is followed by an "Intelligent Processing" step, using neural projection architectures. Subsequently, the "Knowledge Identification" step catalogues the company into three categories, which define a set of possible theoretical strategic knowledge situations: knowledge deficit, partial knowledge deficit, and no knowledge deficit. Finally, a "Proposal" step is performed, in which the "knowledge processes",creation/acquisition, transference/distribution, and putting into practice/updating,are appraised to arrive at a coherent recommendation. The knowledge updating process (increasing the knowledge held and removing obsolete knowledge) is in itself a novel contribution. DIPKIP may be applied as a decision support system, which, under the supervision of a KM expert, can provide useful and practical proposals to senior management for the improvement of KM, leading to flexibility, cost savings, and greater competitiveness. The research also analyses the future for powerful neural projection models in the emerging field of KM by reviewing a variety of robust unsupervised projection architectures, all of which are used to visualize the intrinsic structure of high-dimensional data sets. The main projection architecture in this research, known as Cooperative Maximum-Likelihood Hebbian Learning (CMLHL), manages to capture a degree of KM topological ordering based on the application of cooperative lateral connections. The results of two real-life case studies in very different industrial sectors corroborated the relevance and viability of the DIPKIP system and the concepts upon which it is founded. [source] | |||||||||||||||||||