Search

Globally, food waste is a significant environmental, economic and social issue. Food waste in landfill creates the potent greenhouse gas, methane, contributing to climate change, with its management predominantly falling to local governments. Despite efforts by many countries, and extensive infrastructure and market development funding, food waste continues to be landfilled, with apparently similar councils taking diverse approaches. Using a mixed methods study design, data was firstly collected from a National online survey of Australian council-based waste management staff (n = 183), with descriptive and factor analysis of the survey data revealing a strong sense of structural empowerment (PCA.75 to.90) and a preference for sourcing information from networks (48%). These results informed a series of semi-structured interviews (n = 43) which, after thematic analysis, provided rich insights into the attitudinal and situational interpretations council-based waste managers bring to decisions around household food waste management. Framed by four pillars of Structural Empowerment, the findings suggest that waste manager's attitude is equally as important as support, resources, and knowledge and that, despite mandates and targets, individual motivational factors and organisational paradigms determined decision-making. Identified barriers included perceived capacity constraints, inadequate focus on actionable interventions, and fragmented, uninspiring, planning. This article provides important insights around 1) leveraging networks for knowledge dissemination, 2) fostering capacity-building initiatives, and 3) advocating for sustained engagement with food waste diversion within councils. This underscores the need for additional research into evolving council typologies and effectively engaging key stakeholders to achieve food waste diversion targets and address climate change impacts. [ABSTRACT FROM AUTHOR]

Aim: The purpose of the research is the diagnosis of competencies of people holding managerial positions in the geriatric care sector in Germany. Methods: Scheitler’s concept of competency was employed in this study. The method of in-depth unstructured interviews was also used. The method of qualitative content analysis according to Mayring was applied to evaluate the obtained data. Results: As a result of the conducted analyses, professional tasks and competencies of people holding managerial positions in the geriatric care sector in Germany were presented. Discussion: The research results showed that the tasks of people performing managerial functions in geriatric care in Germany are complex and exceed medical or caregiving tasks. They are related to personnel management, responding to their needs, as well as the needs and expectations of people managing medical facilities. An extremely important task is cooperation with the relatives of the elderly. The research results also revealed the importance of having a wide variety of competencies. The respondents were of the opinion that professional skills are less important and social and personal skills are gaining in importance. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this article is to increase knowledge of managers' evaluation of the phenomenon of narcissism in contemporary organisations and their identification of both narcissistic manifestations among individuals managing organisations and personal branding activities of narcissistic nature. Design/methodology/approach: The study was of a partial, ad hoc nature, and it was conducted in the form of a diagnostic poll, based on a self-constructed survey questionnaire. Findings: The vast majority of managers surveyed agree that the internet and new media have reinforced the narcissistic traits of many individuals, inducing an eruption of egocentric behaviour in society, and that the human personality has become a commodity with a certain market value. More than 40 per cent felt that in companies, managers surround themselves with uncritical or dependent 'claqueurs' who uphold their idealised self-image, and that it is mainly those who are "glamorous" yet not necessarily effective in achieving business goals who get promoted. The most questionable statement for them was that in the company there is an organisational culture being shaped that emphasises norms and values which eliminate narcissistic attitudes and behaviours among employees. The main manifestations of narcissistic attitudes of organisational managers included striving to dominate others and devaluing others, thus indicating narcissistic competition. In their view, self-indulgence, inconsistency and distortion of reality, excessive social media presence, boasting and focusing attention solely on oneself are all narcissistic actions used when building a personal brand. More than half of them create themselves as they want to be perceived by others, and one in five respondents admitted that they focus on constantly monitoring themselves and their image, trying to guess "what others think of me". Research limitations/implications: The empirical study was conducted using the purposive sampling method and the target group was managers - graduates of the postgraduate course "Manager's Academy". Due to the small research sample (68 responses), it is not possible to generalise the findings to the entire population. The findings obtained relate to the perception, subjective evaluation of the managers surveyed and are not based on methods known in the clinical field for measuring narcissism, which may be a certain limitation of this study. Practical implications: The findings obtained from the study may be useful for business owners and managers of various levels interested in conscious and consistent personal branding and who want to know what manifestations of narcissistic attitudes of individuals managing organisations are and which personal branding activities bear the hallmarks of narcissism. The findings may also be of interest to human resource professionals responsible for shaping an organisational culture that emphasises norms and values that eliminate narcissistic attitudes and behaviours among employees. Social implications: Raising awareness of narcissistic attitudes of managers who are building a personal brand as well as highlighting the phenomenon of narcissism in contemporary organisations. Originality/value: The article is of cognitive value for the development of knowledge in management and quality sciences, in the area of human resource management. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The primary goal of this article is to contribute to the field of technology adoption research by providing researchers, organizations, HR leaders, service providers, and decision-makers with advanced understanding and valid inputs on the development of AI-based HR solutions and the determinants of adoption. The overall objective of this research is to determine the general attitude of HR managers toward the adoption of AI in HRM and to assess the factors that determine the adoption of AI from the perspective of HR managers. The proposed adoption factors were grouped into four constructs, innovation characteristics, trust, technology-organizational-environment (TOE) factors, and emphasized HR roles within the organization. The research was conducted among HR managers in Middle Eastern countries, specifically Jordan, Kuwait, Saudi Arabia, and Qatar. An online questionnaire was used to collect data from a total of 389 respondents. The results showed that respondents were largely positive toward AI applications in HRM. This positive attitude can be inferred from the mean values of two variables, relative advantage and attitude toward the application of AI in HRM. The research results showed that HR managers have a positive attitude and confidence that emerging AI applications can contribute to supporting the efficiency, effectiveness, and quality of HRM. In addition, the results showed a constructive perception of the relative benefits of AI. Researchers, policymakers, and service providers are also recommended to investigate the phenomenon from two perspectives, first, the impact of attitudes on actual adoption decisions and second, the factors that influence this impact. [ABSTRACT FROM AUTHOR]

With the developments in the information age in the education sector, there are great changes in management understanding and managerial attitudes. In this period when competition in education has become widespread, the contribution of education leaders is great in achieving the goals of educational institutions. Performance and motivation of employees play an important role in achieving these goals. There is a great need for educational leaders who give importance to the performance of the employees in educational institutions and adopt a management approach that will increase their performance. The aim of this research is to reveal the effect of leadership characteristics of managers on the performance of employees in educational institutions. In the research, education, leadership, management concepts, performance and motivation concepts are also examined. This research is "descriptive" and factual data were collected by "literature review" method. The importance of leadership in management and management in educational institutions has been examined by reviewing literatures, examining best practices, taking consideration and adopting of those to use in the system. As a result of the research, it was seen that the leadership characteristics of the education managers are effective on the performance of the employees. In the light of the findings, it is recommended that the managers of educational institutions take leadership training. The attitudes and behaviors of educational managers and the vision they put forward as a leader, and their attitudes towards management with employees affect performance. [ABSTRACT FROM AUTHOR]

Trading companies face various challenges brought about by the modern environment. For this reason, trading company managers try to adapt their business to various requirements of the environment. This is supported by the fact that recently there has been a global change in the structure of retail, with evidence in the following examples: new sales formats have appeared, there are new categories of retail companies, sales facilities are modernized, soft information is emphasized, flexibility and innovation in business are encouraged, the role of interest groups is valued, unpredictability is accepted as the norm of functioning, the offer of trade mark products is expanded, etc. However, as economic, environmental and social problems gain more and more importance, another very important topic that captures the attention of business managers is the sustainable development concept application. Doing business in accordance with the rules of sustainable development implies that trading companies base their work on ecological and moral principles of sustainable social communities. In accordance with the importance that the sustainable development concept has today, the aim of the paper is based on the analysis of attitudes of employees in management positions in trading companies in the Republic of Serbia regarding the application of economic, ecological and social dimensions of sustainable development. The research results showed that the application of certain elements of sustainable development basic dimensions in their trading companies has been evaluated by the managers as good. [ABSTRACT FROM AUTHOR]

The purpose of this study is to determine how leaders are overcoming remote work and team management challenges while navigating the pandemic context that we are now facing. The relevance of this research is based on the approach to leadership theory, articulating them with the remote work and teams management theories. To formulate the research problem, we considered two analytical dimensions, remote leadership and the competencies anchored, which help to understand how nowadays leaders adapt to remote-work throughout the Covid-19 pandemic. A qualitative method was applied, and interviews by questionnaire were conducted to obtain 40 responses. As teams suddenly were pushed into remote work settings, valuable opportunities have arisen to learn more about: (1) which are the most used and intuitive digital tools, (2) which are the main challenges faced by leaders, (3) what their teams expect from them when facing a crisis. The results show that remote leadership is crucial while moving forward to Society 5.0 as technology becomes more and more present in our lives (Fukuda, 2020), the existence of three dimensions that need work while promoting work-life balance, and developing the right soft skills to help teams. The main goal of this study is centered on the research of relevant leadership competencies, practices, and techniques that can contribute to overcoming the challenges that may arise in remote team settings and contribute to the body of knowledge on the subject of Covid-19. The findings point out the belief or disbelieve of remote work efficacy, the new role of managers and the continuous use of technology for the development of their daily work, and the renovation of skills to have better performance. [ABSTRACT FROM AUTHOR]

This paper is dedicated to the analysis of one of the current topics in the modern economy and human resources management. It explores the meaning and role of motivation as well as the importance of motivational factors in this process. The paper shows how managers motivate workers. Motivating is the most important thing managers face. Managers must direct and control the behavior of employees, and they will achieve this when they discover the factors that motivate workers. Looking throughout history, numerous theorists and psychologists have been engaged in researching the concept of motivation which can be related to the idea of a driving force that leads a person to a particular activity. In terms of historical facts, today's motivation can be defined as one of the most important components affecting work results, but at the same time one of the most difficult components to measure. Numerous theories of motivation have been developed throughout history, that is, theories that are based on different assumptions and emphasize different dimensions of human behavior. Managers' responsibility is to find the right combination between rewards that meet employee needs and motivation techniques while encouraging them to achieve higher performance. If managers want to become more effective, they need to control and understand the psychological factors in the work environment. They need to find out what factor motivates each individual to perform their job successfully. Only a satisfied employee can ensure success for his employer. If we want such an employee, we need to know his true needs. And if we want a satisfied team, we need to know the needs of each individual team member. [ABSTRACT FROM AUTHOR]

With manufacturers seeking investment opportunities in Africa, it is timely to explore the interaction of advanced manufacturing technology (AMT) and human resource management approaches there. Because research elsewhere suggests that the effects of the interaction differ across national boundaries, we investigated empowerment approaches and AMT utilisation in Nigeria and New Zealand. Using operational-level survey data from 153 manufacturing managers/CEOs in both countries, we explored the role of national culture on managerial attitudes towards employee empowerment during AMT adoption. Drawing on Hofstede's cultural dimensions, our results suggest that the observed differences in AMT–empowerment interface are attributable to different national values. The results specifically indicated that during AMT adoption, New Zealand's liberal culture encourages managers to empower employees more than does Nigeria's authoritarian one. The results would particularly assist practitioners to recognise the traditional/conservative nature of African values when practicing HR in a country like Nigeria. [ABSTRACT FROM AUTHOR]

This study contributes to the growing literature on the intersection between human resource management and corporate sustainability (CS) and, in particular, on sustainable human resource management (interpreted here as HRM practices informed by the CS principles, thus aiming at economic, social, environmental and human sustainability simultaneously). In particular, this paper claims that the members of the HR professional community can increase their job satisfaction and decrease their intention to leave by implementing sustainable HRM. In addition, we test for the mediating role played by the meaning that HR professionals and managers attach to HR work. Indeed, when HR professionals and managers are involved in sustainable HRM perceive their job to become more meaningful as it has a broader scope which goes beyond the solely focus on economic performance, and that leads then to higher job satisfaction and lower turnover intention. The study, which is based on 176 questionnaires collected through a cross-country survey, has been developed in partnership between the authors and a leading European association of HR managers and professionals. Our findings, which in general extend the knowledge on the employees' perception of CS—employee attitudes relationships, represent a data-driven argument for a more active role of HRM in developing Sustainable HRM. [ABSTRACT FROM AUTHOR]

Demotion - the reduction of an employee’s rank and salary - is often mentioned by managers and policy-makers as a means of increasing the employability of older workers in an ageing labour force. However, so far in practice demotion is rarely applied. This paper is the first empirical investigation of how managers perceive demotion as an instrument of human resource management. By means of a survey and a vignette study among managers in the Netherlands (N = 355), we examine whether managers consider demotion of poorly performing older workers a fair solution. Three contributions stand out. First, based on attribution theory we find support for the hypothesis that managers judge demotion to be fair in those cases where deterioration in task performance is caused by controllable factors (such as work motivation) and unfair when the causes are uncontrollable (such as age). Second, the expectations of managers about the organization-wide consequences of introducing demotion as a human resource policy play a significant role in considering demotion. Most managers perceive negative organizational externalities (e.g. decrease in loyalty and motivation of staff) to arise when introducing demotion and are reluctant to apply demotion in practice. And a third contribution: positive (negative) beliefs of managers about the hard skills - e.g. creativity, willingness to learn, flexibility - of older workers make demotion less (respectively more) likely. [ABSTRACT FROM AUTHOR]

Cross-border labor mobility of hospitality employees has resulted in an increase in illegal immigrants in the workforce. The purpose of this study was to generate a list of top legal issues associated with the employment of foreign workers in the U.S. hospitality industry and to identify factors defined by the importance ratings of these issues. Snowball sampling was used to collect data from hospitality managers. Findings reveal that respondents perceive document verification to be important but may not perceive knowledge of various visa types and employment termination reporting procedures associated with employing foreign workers to be important. Managerial implications are discussed. [ABSTRACT FROM AUTHOR]

The wisdom of organisational leadership is adding new vistas on a continuum with enriched and applied research explorations for enhancing organisation effectiveness. It seems the golden saying 'nothing is permanent' seems to be very true as far as the arena of the organisational leadership is concerned in the global competitive scenario. This quote, without saying, highlights the corporate relationship of yesterday and today. There was a time when employees were treated like slaves. Today the time has changed and this changed time has also changed the leadership pattern which has evolved the concept of 'servant leadership'. In short, this concept by Robert Greenleaf (1977) emphasized on nurturing, defending and empowering followers as the prime responsibility of a leader/manager to pertain organisational effectiveness. Aligning to the above, the present research paper is an honest attempt to focus the utility of the concept of 'servant leadership' and 'change in employee - employer relationship' with change in time. The extensive literature reviews followed by the interview analysis of six of the leaders-cum-managers in the corporate as well as private business organisations in the states of West Bengal and Gujarat are incorporated in the research papers. Real life interview analysis on application of servant leadership gives a glimpse of change in leadership style with change in time and importance of servant leadership in today's competitive time. [ABSTRACT FROM AUTHOR]

Copyright of Transformations in Business & Economics is the property of Vilnius University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose Research has shown that corporate policies affect customers’ decisions. The purpose of this paper is to focus on the influence of human resources (HR) practices on investment intentions in the financial sector.Design/methodology/approach Data were obtained from 548 managers and management students. Participants were presented real news regarding two banks with contrasting HR practices. Subsequently, they had to choose – from a given virtual amount – their investment allocations.Findings Results primarily showed that participants decided to invest more money in the bank which was more profitable to them, regardless of that bank’s HR practice. But, most importantly, when the news was specifically addressed to the in-group (managers), participants decided to invest more money in the bank with the HR practice by which they identified more, although being less profitable to them.Originality/value The findings demonstrate the urgency for organizations to manage effectively their HR practices, as they serve as a vehicle to corporate reputation, thus affecting the relationship with the stakeholders and investors’ decisions. [ABSTRACT FROM AUTHOR]

This study examined the relationships among analytical, practical, and emotional intelligence (EI) and five dimensions of managerial behavior. Two sets of hypotheses were tested: one set examined the relationship of each of the three types of intelligence with each of the behavioral dimensions; the second set examined the unique contribution of each type of intelligence to the prediction of each dimension. Twenty-three one-day assessment center sessions, including tests and simulation exercises, were administered to 163 top managers in Poland. The behavioral dimensions of leadership, initiative, goal orientation, change orientation, and employee development were related to analytical intelligence and practical intelligence, but not to EI. These findings make unique contributions to understanding the relationships of types of intelligence and managerial behavioral dimensions. [ABSTRACT FROM AUTHOR]

This is a scoping review of literature on human resource management ( HRM) and management practice that impacts on workers with physical, mental health and intellectual disabilities, employed or entering paid employment. The aim is to illuminate the use of HRM practices, managerial attitudes and employee outcomes in the disability literature. The methodological research framework commenced with seven databases and was supported with evidenced-based literature to find three main themes. Themes highlight the management and employer support for workers with disabilities, discrimination and attitudes towards employment of this cohort of workers, and performance and employment outcomes. As governments around the world seek to reduce welfare costs and increase the employment of people with disabilities this paper is timely. Overall, the paper contributes to a dearth of literature on the management of people with disabilities at the workplace to unpack the key barriers, challenges and trends, and develop a comprehensive research agenda. [ABSTRACT FROM AUTHOR]

Purpose Managers develop psychological contracts (PCs) with staff as part of their people management responsibilities. A second-stage mediated moderation model explains how a manager’s personality influences the content and fulfillment of PCs in different organizational contexts. The paper aims to discuss these issues.Design/methodology/approach Survey data from 749 managers at Australian organizations were collected and regression analyses were used to test the hypotheses. The Edwards and Lambert (2007) approach was used to analyze conditional indirect effects.Findings Managers high on agreeableness, conscientiousness and extraversion are more likely to establish relational PCs with their staff than managers low on these personality traits. The effects of agreeableness and conscientiousness on the fulfillment of the PC occur through the “relational PC” variable. Once a relational PC is established, a manager’s ability to fulfill the PC is constrained by the extent to which polices and practices are formalized.Research limitations/implications Organizations may need to delegate more power and discretion to managers to enable them to fulfill employer obligations toward their staff, and/or clearly communicate to managers their boundaries in employment promises. In turn, managers need to be aware of personality’s influence on the creation and fulfillment of promises. Causality cannot be inferred because of the study’s cross-sectional data.Originality/value Research has focused on employees’ personality and perceptions of the PC. This study is the first to focus on managers’ personality and PC creation and fulfillment. [ABSTRACT FROM AUTHOR]

The article emphasizes the importance of employee reactions in the performance appraisal process for organizational employees in the U.S. as of June 2016. Topics discussed include the importance of a manager's use of appropriate language particularly when delivering performance appraisal ratings, understanding reactions to performance appraisal systems, and the value of reactions in the management and improvement of employee performance.

The need to adapt to external business requirements, turbulences present in the environment as well as the dynamic changes occurring in the non-profit sector require the presence of managers who are not only capable of taking proper care of financial issues, but also of optimally deploying available human resources. Today, organisations operate in the world without fixed rules of conduct or a universal management style. As a consequence, there is no universal recipe for success. It is, however, clear that the social enterprise should be run by a competent manager, preferably someone with a business track record and in-depth knowledge of formal issues. The literature review shows that working in a social enterprise requires a high degree of flexibility, a variety of skills and qualifications with the management facing a difficult challenge of how to simultaneously achieve social and economic objectives. The purpose of this article is to identify and explore the key competences and optimal features of the social enterprise manager. Data for the study was collected through a survey from 100 social enterprises in Poland. [ABSTRACT FROM AUTHOR]

This article discusses the importance of environments for managers’ successful introduction of a new management technique. Two empirical examples illustrate the interrelatedness of external and internal environments and its consequences for the propensity of organizations to accept and implement managerial propositions. It is suggested that an intrusive external environment, which clearly relates to generally accepted facts, facilitates managerial action and makes organizations change prone. Mangers, who seek to forestall future environmental problems, in contrast, seem likely to meet with a hostile and conservative internal environment. In both instances managers depend on the social construction of the external environment of their organizations. [ABSTRACT FROM AUTHOR]

Purpose: Main purpose of the article is to recognize the polish managers attitudes towards a problem of age management and spotting main changes. Some previous scientific research will be the base for the comparison process. Methodology/approach: The importance of the problem of age management in a contemporary enterprise was justified. The basis for the analysis were results of the research conducted among top and middle-level managers. The managers assessed many aspects of this problem. Several of those problems were interpreted in the paper. These were, references to knowledge and views of practices in the scope of development of organizational work potential. A counterpoint for the analyses were results of the national research conducted two years earlier, where the respondents were mainly owners and top managers. Findings: The empirical results from 2014 year are similar to previous scientific research. It was also confirmed that large enterprises are more involved in the complexity solutions of age management. We can notice positive approach of line managers towards elder workforce. Implications: In face to old society the problem of employ elder workers will be progressing. Polish organizations should adopt well known standards of age management. Originality/value of the paper: Empirical researches results have special value for recognizing contemporary and future managerial challenges. Identification these important challenges, could help in formulating fi rm's personal strategies. [ABSTRACT FROM AUTHOR]

Retail industry in India has undergone a major transformation in the last decade. Success in retail sector depends on performance of front line executives. They are the ones who do emotional labor. They need to express right emotions in right manner and at right time. This is emotional intelligence. Many researchers have emphasized the importance of emotional intelligence in sales performance but a very few in retail sector. The objective of the current study is to explore whether high emotional intelligence leads to better work performance in retail sector. Data was collected from 100 executives on two parameters: Emotional Intelligence and Work Performance. Correlation and Regression analysis and ANOVA were conducted to test the hypothesis. The results signify the role of emotional intelligence in work performance of front line executives in retail sector. The findings of this study could have great implication for retail organizations, HR professionals, trainers and researchers. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to explore what the attitudes of small firm owner-managers are to developing the skills of their key resources and then examine how these and other factors affect owner-managers’ preferences for training these employees. Design/methodology/approach – This study of training in small road transport firms in West Australia is cast in light of the literature on human resource management in small firms underpinned by insights drawn using the resource based view of the firm. Small firms (less than 20 people) dominate this industry, while the increasing freight task, and extreme distances between West Australian ports, towns and mines highlight this sectors’ importance. Survey results from 39 small road transport firms and interviews with nine owner-managers are analysed. Findings – Legislative, regulatory and licensing requirements were shown to be a key determinant of skills development. Employers ensured that basic standards for employee certification and qualification were met, as the penalty for not doing so would be too high. Regulations drove the need for certain types of training – licenses, fatigue management, occupational health and safety, handling dangerous goods, the Maritime Security Identification Card card, forklift license, mine site inductions – while owner-managers knew where to get the training their staff needed. Although regulation appeared most visible in prescribing what happened in relation to training for drivers, the relevance of owner-managers’ attitudes could not be ignored, nor could conditions in the firms external environment as this shaped how these requirements were met. Research limitations/implications – The RBV is useful in showing how skill development enabled similarity in skills across firms, while the attitudes owner-managers and economic and social conditions meant what happened in firms around skill development varied. The importance of small firm owner-managers’ attitudes are clearly highlighted and shown to influence organizational decisions and choices around training, but these were not independent of the regulatory framework and the economic and social conditions within which the firm operated. The small firms in this study did engage workers in formal training when necessary but it was put in the context of the idiosyncratic approach of the owner-manager and the day-to-day needs of the firm. “Training” was essentially about ensuring certain types of skills were held by employees and then passing on knowledge to ensure the behavior of employees was consistent with the owner-manager’s vision for the firm in its current environment. Originality/value – Ways industry and government can encourage training activity that goes beyond the day-to-day firm needs are suggested. [ABSTRACT FROM AUTHOR]

El artículo discurre sobre la gestión de los recursos humanos en el mundo empresarial actual. La autora provee una serie de consejos para emprendedores, incluyendo actuar con la verdad, identificar valores similares y formalizar la gestión. También se considera la actitud apropiada que se debe expresar los emprendedores.

Purpose -- The purpose of this paper is to examine the risk factors that led to the Livent fraud, and the procedures that need to be taken by responsible parties to carefully investigate and address the incidents of misconduct. Design/methodology/approach -- The paper combs through the chronology of events that led to the Livent fraud by looking at both primary and secondary sources. These sources made it possible to examine how the fraud was discovered, and the investigative steps that should have been taken to uncover the fraud. Findings -- The findings indicate that a corporate culture which focuses on the bottom line coupled with weak to non-existent internal controls were the key elements that led to the Livent fraud. The findings also illustrate that when faced with declining profits, senior managers will go to any length possible to manipulate and falsify their company's records. Practical implications -- The paper is useful to management personnel and fraud examiners in that it used an actual accounting fraud case to highlight areas more susceptible to fraud and the approach that can be taken to investigate similar cases of misconduct. The paper also highlighted the practical implications for internal and external auditors in detecting and addressing fraud. Originality/value -- The study used an accounting fraud case to examine the techniques used by management personnel to produce fraudulent financial statement. [ABSTRACT FROM AUTHOR]

The article titled "Change, globalization and management" explores the relationship between change, globalization, and the evolution of management. It discusses how management has been influenced by repeated changes at the organizational level and the tendency of globalization. The article also highlights the importance of attracting employees in management activities, forming joint boards between employees and managers, and implementing profit-sharing systems. It emphasizes the need for exceptional organizational skills, entrepreneurial spirit, continuous improvement of staff, and the ability to adapt to globalization. The article concludes by suggesting that thinking and acting in management will undergo significant changes in the future. [Extracted from the article]

The article offers tips for micromanagers on ameliorating their engagement with employees. These involve handling one's perfectionism, promoting autonomy and hiring skilled workers. It also suggests to provide feedbacks to workers and direct them towards a significant goal without the need for guidance.

The article offers management tips for better relations of managers and their teams. It suggests that managers should have a fair salary review, be clear when communicating with team, and avoid getting drunk when going out with the team. Moreover, managers should not take personally the feedback from the team.