9-207-056 JANUARY 28‚ 2007 MALCOLM BAKER Multifactor Models There are two parts to this exercise. The first is to evaluate the performance of four mutual funds. And‚ the second is to estimate the cost of capital for two firms. Benchmarking Both parts of the exercise are about choosing an appropriate benchmark‚ either for evaluating past investment returns or assessing a new project. Ideally‚ a benchmark should reflect the opportunity cost‚ or the best alternative investment. If an investment manager’s
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Limitations of the BCG model. The BCG model is criticised for having a number of limitations (Kotler 2003; McDonald 2003): ➢ There are other reasons other than relative market share and market growth that could influence the allocation of resources to a product or SBU: reasons such as the need for strong brand name and product positioning could compel resource allocation to an SBU or product (Drummond & Ensor 2004). ➢ What is more‚ the model rests on net cash consumption or generation as the
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Fred Fiedler developed the first comprehensive contingency model for leadership Fiedler’s contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader. The model consists of three steps. The first step is identifying the leadership style. To find out the leadership style Fiedler created the least preferred co-worker questionnaire. The questionnaire measures whether a person is
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in: Preprints Volume I of the IX. International Working Seminar on Production Economics‚ Innsbruck/Igls/Austria‚ February 19-23 1996‚ pp. 313 -327 1 THE KANO MODEL: HOW TO DELIGHT YOUR CUSTOMERS Elmar Sauerwein ‚ Franz Bailom‚ Kurt Matzler‚ Hans H. Hinterhuber* Department of Management‚ University of Innsbruck Which products and services can be used to obtain a high level of customer satisfaction? Which product features have a more than proportional influence on satisfaction‚ and which attributes
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| Models of Development | MED 502 Child & Adolescent Psychology | | Deigh | 4/24/2013 | | Models of Development It has been said that sometimes incidents occur that may cause us to have doubts and make us feel‚ “Why did this kind of thing have to happen again?” or “This is really discouraging.” (Ikeda). I’ve learned that there is no benefit to anyone when I allow myself to be swayed by my environment. When this happens‚ it imposes a negative effect on those around me. It
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setting. All schools across the country are now using the inclusion model. There are many challenges facing the regular education teacher in an inclusion classroom. The purpose of this study is to evaluate the challenges presented in creating an effective inclusion program on a middle school campus. The Attitude of School Personnel towards Inclusion Research shows that the attitude of the school personnel towards the inclusion model is directly related to the effectiveness of the program. Through
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The Presentation of Self (Goffman’s Dramaturgical model) A. The Dramaturgical Model 1. All the World’s a Stage 2. The Performance B. Impression Management 1. The Definition of the Situation 2. Expressions and Impressions 3. Front Stage‚ Back Stage 4. Accounts‚ Excuses‚ & Justifications 5. Self Enhancement and Ingratiation 6. Self Awareness‚ Self Monitoring and Self Disclosure A. The Dramaturgical Model Erving Goffman is probably one of the most important sociologists in relation to
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people‚ for human resource is the most valuable resource any organization has. Top management is identifying corporate core competencies and working to establish them throughout the organization. Human Resource Development builds competency based models that drive business results. Nucsoft recognises that the future of the organization depends on their competent employees than on any other resource. It is a major factor that determines success for nucsoft. Competencies are the inner tools for motivating
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Theories o Role Theory o The Managerial Grid Participative Leadership o Lewin’s leadership styles o Likert’s leadership styles Situational Leadership o Hersey and Blanchard’s Situational Leadership o Vroom and Yetton’s Normative Model o House’s Path-Goal Theory of Leadership Contingency Theories o Fiedler’s Least Preferred Co-worker (LPC) Theory o Cognitive Resource Theory o Strategic Contingencies Theory Transactional Leadership o Leader-Member Exchange (LMX)
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Change Mangement Course‚ USI‚ November 2012 Syllabus Papers: Beer (1987): Revitalizing Organizations: Change Process and Emergent Model. Academy of Management Executive (1) 1: 51‐55 Beer and Nohria (2000): Cracking the code of change. Harvard Business Review (May – June 2000) Buchanan‚ Fitzgerald‚ Ketly‚ Gollop‚ Jones‚ Lamont‚ Neath‚ Whitby (2005): No going back: A review of the literature on sustaining organizational growth. International Journal of Management Review 7(3): 189‐205
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