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The operation of political systems with management systems in salary administration is contrasted. This comparison will clearly show that political systems are dysfunctional in salary administration and should be replaced by management systems. But bureaucrats who operate with position power in political systems are resisting the transition to management systems. This is because these latter authority structures are designed to hold superiors strictly accountable for the quality of their performance. Additionally, management systems require salary administration decisions to be rooted in third wave principles, ethical standards and objective analysis. Efforts to perpetuate political systems as the dominant authority structures in collegiate organisations will promote waste, inefficiency, mismanagement and sometimes fraud in salary administration. These conditions undermine the productivity and commitment of personnel in their university.

The rising conflict in the global village indicates that second‐wave ideologies which promote competition, greed and self‐interest must be replaced with a third‐wave doctrine that encourages co‐operation, altruism and service to others. It appears that a paradigm shift has already taken place which makes it possible to propose a third‐wave ideology called competruism. This conservation doctrine has the potential of raising the survival chances of mankind in this period of increasing uncertainty.

The transition to the information age is shifting the decision‐making authority structure in organizations from political systems and subjective appraisals to management systems and objective personnel evaluations. The critical need to adopt the management system and objective evaluation procedures is based on the truism that timely, relevant, accurate feedback is a primary motivator of people.

Discusses how behavioural scientists have produced a multitude of data on complexities of consumer motivation – but states the sheer diversity of approach is making it difficult for decision‐makers to draw meaningful conclusions. Submits that the correct line of advance lies with a systems perspective. Examines Newton's Law of Motion to demonstrate how physics may be used to draw generalisation about activity in consumer systems. Purports that the important point here is that physics is not being applied to social systems, but rather it is parallel principles of cause and effect, which may be utilised, to facilitate the comprehension of these forces affecting behaviour in social systems. Concludes that what is needed to analyse available knowledge applicable to consumer motivation is a conceptual scheme which can serve as a frame of reference for marketing decision makers.

The dilemma faced by many batch‐manufacturing operations is the trade‐off between reducing lead times and manufacturing throughput. Using Little’s Law and the theory‐of‐constraints analysis, the authors have developed a methodology to optimise such dilemmas. The solution to this problem is to find the point in the operation of the plant where throughput is maintained at acceptable levels, but the lead time through the plant is maintained at or near a minimum. At such a point, the optimum level of work in progress (WIP) will be obtained. Such principles have been applied in this research project to a metals manufacturer. The difficulty with this case study is that complexity of the product mix and manufacturing flow renders simple analysis incomplete. By utilising a discrete event simulation of the manufacturing facility, we have been able to identify bottlenecks within the plant. From here we have developed a tool that automatically predicts the optimum level of WIP, depending upon such parameters as product mix and batch sizes. The results show significant improvement over the current practices, and over maintaining a constant WIP level. The results highlight the power of the constraint principles, and the value in evaluating and choosing the best methods for managing change through simulation.

A second authority structure, called a management system, is emerging in the technological milieu of the information age. The new construct, that operates in a framework of Judaeo‐Christian ethics, must replace the political system. This latter mechanism is the original authority structure which has traditionally been bounded by situation ethics. Supplanting the political system with the management system is an essential condition in the knowledge‐based economies of advanced societies if they are to achieve their full productive potential.

Makes clear the distinction between second versus third‐wave management in higher education. The former management school was developed in the industrial age. The latter doctrine has evolved in the information age where universal accountability will be achieved with computer technology. Second‐wave management is associated with an authority structure, referred to as a political system, bureacratic methodology, hierarchical organizations and situations ethics. Third‐wave management includes an authority structure, described as a management system, systems methodology, human‐scale organizations and moral absolutes. The elements of these will be combined in universities to achieve high output through the pedagogical process.

There are techniques available for deciding on initial project viability. Net Present Value (NPV), Internal Rate of Return (IRR), Modified Internal Rate of Return (MIRR) and other techniques are well known and widely used in an effort to estimate a project's initial profitability and feasibility. The purpose of this article is to illustrate the use of two of these techniques to evaluate in‐progress projects and to measure the financial performance of an entire group of projects in a division over a specified time period. Many managers would like a system that allows them to evaluate on‐going projects and a system that allows them to state, for example, how one entire division performed, on all of its projects, over the 1990–1995 time period. Among other things, this will allow management to evaluate the performance of one division relative to other divisions.

The concept of a company's cost of capital is used in capital budgeting as a potential basic discount rate to be applied to expected future cash flows from a proposed investment project being subjected to evaluation for acceptance or rejection. Discounted‐cash‐flow capital budgeting techniques derive from valuation theory that determines present value of expected future cash flows by discounting them down to the present at a discount rate appropriate to the degree of risk involved. Conceptually, this is true with regard to both domestic investment and foreign direct investment. However, there is recognition in the literature that capital budgeting for foreign direct investment decisions may involve complexities not present in the domestic case. These include economic, financial, and political factors, and related risks, e.g., foreign exchange risk, blocked currencies, expropriation. On the other hand, foreign direct investment is thought to provide diversification benefits, so that risks that are not domestically diversifiable are internationally diversifiable, thereby eliminating some otherwise systematic risk. Complexities such as these place a considerable burden upon the concept of cost of capital as a discount rate appropriately reflective of the degree of risk involved in a foreign direct investment project. Furthermore, cost of capital may be affected by environmental factors associated with what country the parent corporation calls “home” (Stonehill and Dullum).

This chapter suggests that the unsettling reconfiguration of ‘home’ in works of post-colonial literary adaptation has an affective impact on non-Indigenous readers, contributing, potentially, to processes of decolonisation. Ken Gelder and Jane M. Jacobs, in their book Uncanny Australia: Sacredness and Identity in a Postcolonial Nation, argue that Australian texts which seek to disturb readers by pursuing modes of post-colonial ‘unsettlement’ can activate new discourses and, thereby, inspire social change (1998). Focussing upon undergraduate student responses to two works of Aboriginal Australian literary adaptation, Melissa Lukashenko's short story ‘Country: Being and Belonging on Aboriginal Land’ (2013) and Leah Purcell's stage play, The Drover's Wife (2016), this chapter draws upon ideas pertaining to ‘affect’ to reveal how, through the subversive reimagining of tropes and structures commonly associated with Western dwelling, works of Indigenous literary adaptation elicit emotional responses in non-Indigenous readers and, in so doing, open up new spaces for listening within existing frameworks of white possession.