bluuebunny/crossref_metadata_2025_split huggingface dataset:
A Comparison of Foreman and General Foreman Conceptions of the Foreman's Job Responsibilities
Authors: MEYER HERBERT H. 
Published: December 2006

SummaryThis study was carried out to determine how foremen and general foremen differ in their concepts of the foreman's job responsibilities. It was also aimed at determining how foremen rated by their general foremen as “most effective” compared with foremen rated “least effective” in the way they viewed their job responsibilities. Specifically, it was hypothesized that foremen rated as “most effective” by their general foreman would be in better agreement with the general foreman regarding their job responsibilities than would foremen rated “least effective.”Both general foremen and foremen in a number of manufacturing plants filled out a check‐list questionnaire indicating their conceptions of the degree of the foreman's responsibility for a number of specific job functions. The questionnaire results were analyzed by comparing the responses of the foremen to the responses of their respective general foremen. Attention was also focussed on differences between the responses of foremen rated as “most effective” and the responses of foremen rated “least effective.”The study revealed: (a) a fairly high level of disagreement between foremen and general foremen regarding the responsibilities of the foreman; (b) that foremen rated “most effective” disagreed with their general foremen regarding their job responsibilities just as much as did foremen rated “least effective;” but (c) that “most effective” foremen, as compared with “least effective” foremen, did differ significantly in the direction of their disagreement. Specifically, “most effective” foremen characteristically claimed more responsibility for job functions than did “least effective” foremen.
Individuality as a Factor in the Success of Management Personnel
Authors: GHISELLI EDWIN E. 
Published: December 2006

SummarySixty‐Three administrators in the Italian Civil Service were rated by their peers on 18 traits pertaining to their job performance. The intercorrelations among persons were computed and cluster analysed. Each man was scored in terms of the degree to which his pattern of traits was dissimilar to those characterizing men in any of the clusters. The coefficient of correlation between these values, termed measures of individuality, and over‐all job success was found to be .541.
IMPROVING THE PREDICTIVE EFFECTIVENESS OF PEER RATINGS
Authors: DOLL RICHARD E. , LONGO ALEXANDER A. 
Published: December 2006

SummaryLow scores on peer ratings of leadership potential have been shown to predict failure to complete the Naval Air Training Program. It is hypothesized here, however, that low peer ratings awarded by reason of “anti‐social” personality traits are invalid as predictors of training failure and that the predictive effectiveness of low peer ratings would be improved by removing such cases from the sample.Of 278 low‐rated cadets, 73 were identified as having been low‐rated for “anti‐social” reasons. There were significantly fewer failures to complete training among these men than among men who were low‐rated for other reasons.
MATURITY OF SELF‐PERCEPTION IN RELATION TO MANAGERIAL SUCCESS
Authors: GHISELLI EDWIN E. 
Published: December 2006

SummaryUsing a forced‐choice adjective check list, a scale measuring maturity of self‐perception was developed. Contrary to expectation, a positive relationship between maturity and success in managerial positions was not found. Rather those individuals whose self‐perceptions were like those of their own age were most likely to be successful managers and to achieve higher management positions.
EVALUATION OF A MANAGEMENT DEVELOPMENT PROGRAM
Authors: MOFFIE DANNIE J. , CALHOON RICHARD , O'BRIEN JAMES K. 
Published: December 2006

SummaryAn experimental study was conducted to evaluate a training course in problem‐solving and decision‐making given to three levels of management at a large southeastern paper mill. 1 The course was conducted early in 1963 by an instructor from a firm specializing in management development. 2 Approximately fifty management personnel attended the course. The twenty‐hour offering conducted during the afternoon and evening had as its objective to increase the speed and accuracy of problem‐solving and decision‐making by the course participants.Evaluation of the training program involved the utilization of three distinct methods of appraisal. A course‐end questionnaire was used to obtain the reaction of trainees to the program. A controlled experiment was used to determine the effect of the training on learning. In addition, observations were made of trainee participation in the practical‐work periods during the course to determine any relation between learning and amount and types of participation.The results of the course‐end questionnaire indicated that trainees felt the course was worthwhile and the material learned could be used on the job.In the controlled experiment, the criteria of learning employed were performance on the Watson‐Glaser Critical Thinking Appraisal and on problems similar to those used in the training program. The control group used in the experiment was made up of members of the top three levels of management at the West Virginia Pulp and Paper Company Mill at Charleston, South Carolina. The portion of the experiment to show the effect of the training on learning resulted in no significant improvement in scores on the test devices used.The observation of trainee participation during the practical‐work periods of the training program added little to the overall results of the evaluation. It did substantiate some of the suggestions for improving the training; and it showed an improvement in the attitude of trainees on the last day of training over what it had been the first day.In view of the fact that the entire program lasted only twenty hours, it would probably have been presumptuous to expect a significant amount of improvement from the training. To realize improvement in learning and in performance on the job, it was recommended that the over‐all program be continued. In this regard it was suggested that formal refresher training be given to the original participants at periodic intervals and that a longer program be conducted for subsequent participants. 3
Comparative Work Value Systems
Authors: Friedlander Frank 
Published: December 2006

SummaryOverthe past several years, a theory of job motivation has emerged which is predicated upon a system of needs and values hypothesized to exist in some degree in all employees. Little effort has been made to test the universality of these theories and predications across a variety of socially‐stratified levels, nor to consider the worker's values in the context of the stratified groups to which he belongs.This report describes a study in which the prepotency of growth needs in relation to deficiency needs in the work environment is compared across three status levels in both white‐collar and blue‐collar occupations. Findings indicate that the task‐centered opportunities for self‐actualization are of prime importance to white‐collar workers only; the social environment is of paramount value to blue‐collar workers. Only minor variations in work values were found across adjacent status levels, although status and occupational levels interact with work characteristics with differential effects upon value hierarchies. Results are discussed in terms of the contrasting values which different subgroups attach to task‐centered and social work characteristics. Questions of causality and remedy are also considered.
THE IMPACT OF ORGANIZATIONAL TRAINING LABORATORIES UPON THE EFFECTIVENESS AND INTERACTION OF ONGOING WORK GROUPS
Authors: FRIEDLANDER FRANK 
Published: December 2006

SummaryThe impact upon four work groups (N= 31) which participated in organizational training laboratory sessions is evaluated in comparison with eight similar groups (N= 60) which did not participate. Criteria were six‐factored dimensions, each composed of items gathered from earlier interviews which group members perceived as problems. Significant changes occurred in training groups in the following three dimensions: group effectiveness, mutual influence, and personal involvement. No significant changes occurred in leader approachability, intragroup trust, or in the evaluation of group meetings. The relevance of a work unit participating in training as a total group, rather than each member participating in a separate session, is discussed.
THE SUBORDINATE'S ROLE IN THE DELEGATION PROCESS1
Authors: MAIER NORMAN R. F. 
Published: December 2006

SummaryThe purpose of this experiment was to test the effect of two degrees of delegation on the foreman's behavior in a conference with his men. A simulated life situation, involving a foreman and three assembly workers, was used. Time‐study data indicated a source of inefficiency and raised the problem of improving work methods. Groups of four persons interacted under two conditions: in 85 of the groups the foreman was instructed by his superior to introduce a specific solution to a problem; in the other 86 groups he was instructed to share the problem with his men. All subjects were middle‐management personnel in government and industry, and all had been exposed to the concept of participation in gaining the acceptance of a decision. Equal samples from each population were tested under the two conditions.Measures included the following: (1) types of decisions reached; (2) foreman's method of posing the topic for discussion; (3) men's acceptance of the decision; (4) foreman's perception of men who disagreed with him; and (5) whether or not the foreman shared the time‐study data with the men.The results revealed that the two experimental conditions produced no differential effect on any of the measures. Persons serving as foremen conducted their meetings as they saw fit and were uninfluenced by their lack of freedom under one condition and their high degree of freedom under the other.
NEEDS AND NEED SATISFACTION AMONG CLERICAL WORKERS IN COMPLEX AND ROUTINE JOBS
Authors: BEER MICHAEL 
Published: December 2006

SummaryReliable measurement of needs and need satisfaction on Maslow's hierarchy is possible. Clerical employees (mainly female) indicated a high need for self‐actualization and autonomy. In this respect they are similar to lower level managers described by Porter (1962) and women described by Jurgensen (1949). There was no substantial difference in need satisfaction patterns between clerical employees in routine jobs and those in more complex clerical jobs. Similarly, no difference was found in the motivation of these two groups. It was concluded that jobs which appear to management as higher in responsibility and complexity, and which are commonly viewed as promotions, may not always provide additional satisfactions in self‐actualization, autonomy, or esteem. This study focused on the importance of defining accurately what constitutes job enlargement. An increase in variety and responsibility does not necessarily result in increasing higher order need satisfaction or motivation. How much job enlargement makes a difference in these variables is still open to question and must be the subject of further investigation.
EFFECT OF STORAGE CONDITIONS ON THE SENSORY QUALITY OF GROUND ARABICA COFFEE
Authors: ROSS CAROLYN F. , PECKA KRISTIN , WELLER KAREN 
Published: December 2006

ABSTRACT The objective of this study was to determine how long ground coffee beans could be stored at room and freezing temperatures before sensory changes could be detected, and to identify specific attribute changes associated with this storage. Ground beans were stored for 0 (fresh), 1, 2 and 3 weeks at room and freezing temperatures. Coffee was prepared from each of these treatments and difference testing was performed. Paired comparison tests were conducted on the fresh, 1‐ and 2‐week‐stored coffee grounds to examine the attributes of coffee aroma, flavor, bitterness and overall preference. At room temperature storage, results indicated significant (P < 0.05) differences in the coffee prepared from fresh versus the 2‐week‐stored ground beans. Coffee made from freshly ground beans had a stronger coffee aroma, less bitterness and was more preferred compared with the beans stored for 1 or 2 weeks (P < 0.05). At freezer storage, differences were detected between coffee prepared from coffee grounds stored for 1 or 2 weeks. Coffee prepared from grounds stored for 2 weeks had a stronger coffee aroma and was more bitter compared with the other storage times (P < 0.05).
EFFECT OF CaCl2AND CONVECTIVE‐OSMOTIC DRYING ON TEXTURE AND PREFERENCE OF APPLE
Authors: OCHOA‐MARTÍNEZ L.A. , GARCÍA‐QUINTERO M. , MORALES‐CASTRO J. , GALLEGOS‐INFANTE A. , MARTÍNEZ‐SÁNCHEZ C.E. , HERMAN‐LARA E. 
Published: December 2006

ABSTRACTConventional air‐drying combined with osmotic dehydration was researched as a potential method for drying apple cubes of superior quality. Samples were pretreated with CaCl2at different temperatures and times. Pretreated apple cubes were dehydrated in a tray dryer. Then, osmotic dehydration with sucrose solutions was carried out. The curves for osmotic dehydration showed that the gain of solids was higher when 40% of water was removed by convective drying while the loss of weight was lower at the same level of dehydration at 65°Brix. Texture measurements indicated that the temperature of pretreatment affected the hardness and cohesiveness. Hardness values were higher at 40C, while cohesiveness values were lower at the same temperature. The CaCl2at a given temperature did not have a significant effect on texture. Sensory evaluation showed that samples pretreated at 25C and osmotically dried at 50°Brix had the higher preference by the judges.
SIMULTANEOUS DETERMINATION OF COMMON INORGANIC ANIONS IN BLACK AND HERBAL TEA BY SUPPRESSED ION CHROMATOGRAPHY
Authors: MICHALSKI RAJMUND 
Published: December 2006

ABSTRACT The suppressed ion chromatographic method for the simultaneous determination of common inorganic anions (fluoride, chloride, nitrate, phosphate and sulfate) in tea infusions was developed and validated. The separation was performed on an anion‐exchange column within 15 min by isocratic elution with 3.2‐mM Na2CO3 + 1.0‐mM NaHCO3 as eluent, and determination was carried out by suppressed conductivity. The limits of detection were in the range of 0.14–0.98 mg/L. The spiked recoveries for the analyzed anions were in the range of 91–105%. The method does not need a special sample treatment (except filtration by 0.45 µm membrane filter) and was successfully applied to the analysis of five black and five herbal teas available on the market.
MEASUREMENT OF FIRMNESS OF STIRRED YOGURT IN ROUTINE QUALITY CONTROL
Authors: ARES GASTÓN , PAROLI CAROLINA , HARTE FEDERICO 
Published: December 2006

ABSTRACT The objectives of the present work were to evaluate the potential use of the vane method and penetration tests as a tool to measure the variability in firmness of stirred yogurt in routine quality control, and to evaluate the effect of distribution on yogurt firmness. Twelve batches of plain stirred yogurt of a commercial brand were studied, acquired both from a manufacturing plant and three retail stores. Both vane method and penetration tests allowed the detection of changes in the firmness of yogurts, confirming that they could be useful in routine quality control to characterize the firmness of yogurt. The yield stress of samples from the manufacturing plant varied within a range of 250 Pa. This important variation was partially explained by variations in the final acidity during fermentation, showing the importance of a standardized production in order to obtain a uniform texture. The yield stress of yogurts from the manufacturing plant was significantly higher than that of samples from the different retail stores. Averaged values being considered, the yogurts lost 53 Pa of their original yield stress during distribution and handling inside retail stores, probably due to mechanical damage. This mechanical damage also caused the occurrence of syneresis.
EFFECT OF MOISTURE, SUGAR AND TERTIARY BUTYLHYDROQUINONE ON COLOR, TEXTURE AND MICROSTRUCTURE OF PEANUT PASTE
Authors: ABEGAZ EYASSU G. , KERR WILLIAM L. 
Published: December 2006

ABSTRACT The effect of antioxidant, sugar, moisture and storage time on color, texture and microstructure of peanut paste were determined. The addition of 2 or 5% water resulted in decreased lightness (L*), hue angle (h°) and chroma (C) values, while tertiary butylhydroquinone (TBHQ) and sugar levels had no effect on color. Peanut pastes with added moisture had increased hardness, adhesiveness and chewiness, and lower cohesiveness and springiness compared with treatments with no added moisture. TBHQ was not a significant factor for texture, but hardness increased with the level of added sugar. Scanning electron micrographs and image analysis of light micrographs confirmed the presence of aggregation of protein bodies in 2 and 5% moisture treatments. The addition of sugar or TBHQ produced no measurable changes in microstructural features.
Accounting and Valuation: How Helpful Are Recent Accounting Rule Changes?
Authors: Cornell Bradford , Landsman Wayne R. 
Published: December 2006

The longstanding debate over the proper definition of “earnings”—whether investors when setting stock prices focus primarily on GAAP earnings or other measures like operating cash flow—is both misguided and theoretically unresolvable. The biggest problem faced by investors in evaluating earnings reports is not their inability to understand the effects of the different accounting methods companies use when aggregating accounting line items into reported net income. More challenging, and more critical to the investment process, is getting complete and reliable information about the line items themselves. The authors' underlying premise is that investors, when provided sufficient information about these “components” of earnings, can combine or reconfigure them in whatever way they find most useful. But without sufficient and reliable information about the individual line items, investors will find it difficult to understand how earnings are generated and thus to produce the forecast of future earnings necessary to value a company.In the past few years, there have been significant rule changes in accounting for employee options, derivatives, and special purposes entities. The authors evaluate the extent to which the new rules encourage disclosures that are helpful from a valuation perspective. Although there has been some progress, financial reporting in each of the three areas continues to fall well short of providing the complete, disaggregated data required to value a firm with confidence.
The Promise of Credit Derivatives in Nonfinancial Corporations (and Why It's Failed to Materialize)
Authors: Smithson Charles , Mengle David 
Published: December 2006

Although industrial companies played a big part in the growth of foreign exchange, interest rate, and commodity price derivatives, such companies have had almost no role in the growth of credit derivatives. As the authors point out, industrial corporates are exposed to credit risk in a variety of ways, including customer accounts receivable, longer‐term supply contracts, loans to customers and vendors, and counterparty exposures. Credit derivatives, moreover, would allow corporate users to avoid a number of drawbacks associated with other methods for managing credit risk, including credit insurance, factoring, and surety bonds or securitization. But, as both surveys and interviews with credit derivatives dealers suggest, corporates' direct use of credit derivatives has been very limited, accounting for less than 5% of the credit protection purchased using credit derivatives.As the surveys and interviews also indicate, there are a number of reasons why corporates may be reluctant to use credit derivatives: (1) Unlike the cases of interest rate or currency risk, credit risk management is typically the purview of business units rather than the corporate treasury, and the business units tend to have considerably less experience with derivatives. (2) The protection provided by a credit derivative is unlikely to provide a perfect match for the loss that would be suffered by a corporate in the event of a default. (3) The liquidity in credit derivatives tends to be greatest in maturities that are much longer than those of most corporate credit exposures. (4) It is harder for a corporate to determine how much protection to buy than for a financial. (5) While the existing credit derivative documentation (which is based on loans or bonds) works well for banks and investors, it is less satisfactory for the credit risk faced by corporates, which is often based on “payment.” (6) While accounting standards require that credit derivatives be marked to market, the inability of corporates to mark to market their underlying exposure being hedged leads to unwanted volatility of earnings.Nevertheless, as the authors predict in closing, if the corporate demand for credit risk transfer becomes large and urgent enough, these obstacles will likely turn out to be temporary roadblocks.
Incorporating Strategic Risk into Enterprise Risk Management: A Survey of Current Corporate Practice
Authors: Gates Stephen 
Published: December 2006

Since ERM is a relatively recent activity and has yet to be fully implemented in most companies, there has been little academic research about its accomplishments and about the obstacles to further progress. In particular, very little has been published about corporate attempts to identify and manage corporate strategic risks while integrating them into a corporate‐ wide ERM framework. This article uses responses collected from a survey of 271 risk and financial executives in North American and European companies to address the following questions: What forces are behind this push for a more organized and integrated management of significant risks? What challenges are companies encountering as they implement implement ERM? Once fully in place, how does ERM affect the company's ability to implement its strategy?The primary drivers of ERM are said to be corporate governance requirements and other regulatory pressures, and management and investor demand for greater understanding of strategic and operating risks. The benefits of full ERM implementation are increased management accountability and better governance practices, greater managerial understanding of and consensus about corporate strategy, and, in some cases, higher credit ratings and hence a lower cost of capital. The tools and techniques to measure the impact of strategic risks appear to vary, depending on the stage of ERM implementation. For advanced ERM companies, the most frequently used tools and techniques are key risk indicators, self‐assessments, and scenario analysis.
Managing M&A Risk with Collars, Earn‐outs, and CVRs*
Authors: Caselli Stefano , Gatti Stefano , Visconti Marco 
Published: December 2006

M&A transactions expose both the bidder and target shareholders to a number of major risks both prior to the close of the deal and during the post‐close integration phase. The main pre‐closing risk is the possibility that fl uctuations of bidder and target stock prices will affect the terms of the deal and reduce the likelihood the deal closes. After the closing, a major risk for bidder shareholders is the failure of the target to perform up to expectations, thus resulting in overpayment.This article describes a number of tools that can be used to manage such risks, using a number of examples to illustrate the structure and pricing of such tools. In the case of pre‐closing risks, offers with “collars” can protect target company shareholders from a drop in bidder company share prices while at the same protecting acquirers from excessive dilution. Post‐closing instruments such as earn‐outs and contingent value rights can be used to manage the risk of substandard performance and the overpayment that would result from underperformance.