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Research has shown that there are two prime causes for the ineffectiveness of so much training. One within the course itself, and the other in the post course area. Particularly at management and supervisory level a great many courses are theoretical and do not give skills or usable tools. Others are still less effective than they should be because although skill based, they rely for application of the techniques taught solely upon case study exercises. What is required is an initial introduction through case exercise and this to be followed by real application to live job issues.

Friction and wear cost us in the UK something like £500m per annum, maintenance of plant and buildings £3000m, corrosion oyer £300m, mishandling of material a further 825m. The cost of production delays due to breakdowns has not even been assessed. With figures of this magnitude even a one per cent saving would be significant. But experience of a training programme designed to meet the needs of shop floor trouble shooters has shown savings of a much greater magnitude.

Management means “getting things done effectively through people”. This implies the importance of leadership and people skills in management practice to achieve optimal results. Great managers usually succeed for a number of reasons. They usually possess nine common management practices. This paper aims to identify these common denominators in their character and management practice that define them.

Case examples are used to illustrate the application of those management practices. Successful managers from well‐known industry giants such as IBM, Nestle's, P&G, Apple, Loews', GE and PepsiCo are profiled to demonstrate how their success can be traced back to those practices.

The paper demonstrates that every manager can easily apply the nine management practices daily to achieve a successful outcome. While some of these traits appear to be personal habits, it is these simple management habits that influence subordinates to perform their best.

Most good managers are trained, not born. The nine personal practices identified in this paper can be easily adopted on a daily basis. With consistent practice, the nine personal traits help train managers to become more effective leaders in driving optimal performance and motivating subordinates to “get things done effectively”.

The classics will circulate wrote a public librarian several years ago. She found that new, attractive, prominently displayed editions of literary classics would indeed find a substantial audience among public library patrons.

The purpose of this paper is to summarize and analyze the SEC's July 9, 2008 roundtable discussion regarding fair value accounting and auditing standards.

The paper discusses investor, auditor/accountant/actuary, and corporation views concerning the usefulness of fair value accounting, potential market behavior effects from fair value accounting, challenges in applying fair value standards, possible improvement to the current standards, and working with auditors who provide assurance for fair value accounting.

Some investor panelists said fair value provides investors with the most current and relevant information of any accounting method and some believe fair valuation is important for market integrity and trust because it is a transparent measure for valuation. Auditors are especially challenged in determining fair values in illiquid or frozen markets. Roundtable participants viewed disclosure as critical for implementation of fair valuation, particularly regarding key inputs and assumptions. Auditors and corporations would like more guidance on applying fair value accounting from the SEC and Public Company Accounting Oversight Board.

The paper provides expert guidance by experienced securities lawyers.

The purpose of this paper is to profile how ample cash holdings can serve as a competitive advantage by first mitigating the risk of becoming a forced seller during times of distress, and then positioning a firm to take strategic advantage of forced selling and other forms of distress-generated opportunities.

The author reviews the changing role of cash over time in corporate strategy, and how inadequate cash has caused or contributed to corporate failures.

The findings of this paper, which are supported by historical and contemporary examples, are that ample cash reserves can be a powerful source of comparative advantage.

This article supports earlier work published in Strategy & Leadership that shows how Graham-and-Dodd-based analysis is a viable avenue of academic research and a viable method with which to assess and formulate corporate strategic initiatives such as mergers and acquisitions, share buy-backs, risk management and, in this case, the strategic uses of cash.

This paper offers leaders and financial executives a practical explanation of how ample cash holdings can serve as a competitive advantage.

Employees of Pakistani public sector organizations feel thwarted toward their goal attainment because of strict adherence to rules and regulations and tall hierarchies existing in this region. Therefore, keeping in view the harmful effects of perceived organizational obstruction, the aim of the current study was to investigate the perceived organizational obstruction as an attribution that triggers job neglect through perceived organizational frustration. Harvey’s expanded attribution-emotion model of workplace aggression and an attributional perspective on workplace aggression provide the theoretical justification. Moreover, the moderating role of self-control was proposed to mitigate the indirect effect of organizational obstruction on job neglect through perceived organizational frustration.

A three-wave data collection was done by using a close-ended questionnaire distributed to a total of 600 administrative employees of public sector organizations operating in Rawalpindi/Islamabad (Pakistan). However, matching three times and discarding the incomplete questionnaires led to a sample of 375 on which the analysis was done.

Perceived organizational obstruction positively predicted job neglect. Likewise, organizational frustration mediated the aforementioned link. Moreover, the higher level of self-control weakens this underlying process by suppressing job neglect behavior.

The current study added to the limited literature on public sector organizations that has taken perceived organizational obstruction as a predictor variable. Moreover, this study explains how this phenomenon translates into non-hostile behavior that is difficult to identify and punish in public sector organizations. Moreover, the trait of self-control is added to the literature of non-hostile behaviors that dampen the impulsivity to indulge in job neglect.