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Showing posts with the label Change Management Research Proposals

A comparative study on the influence of culture in the development of emotion regulation: the case of Mainland Chinese and British adolescent students

Introduction Every human being in this planet experiences emotions. Everyone conveys emotions in particular ways. Emotion is a cultural construct. Culture is generally referred to as the totality of life. Emotion and its regulation is part and parcel of that totality. Upon reaching a specific developmental phase, one learns what, when, why, and how to do a specific action. Thus, culture dictates the development of regulating emotions, and this view is the exact concern of this study. How would the Chinese, predominantly from the mainland, view emotion, as opposed to the British? What could be embedded within these two cultures that could define the emergence of a particular emotion regulation among their adolescents? Claire Champion, Nancy Eisenberg, and Yue Ma (2004) have laid down a number of recommendations in pursuing a study on emotion regulation. One of these deals with culture wherein, they prescribed that a comparative study, i.e. looking for similarities and differences betw...

An Analysis between the Role of M&A on X-Efficiency Performance and the Effects of M&A on Market Structure of the European Banking Industry

Research Questions Within the year 1990 and 2001, significant changes in European banking industry conducive to local as well as cross-border mergers and acquisitions (M&A) happened. There are several literatures that cited and concluded a set of corporate motivational theories of the banking industry consolidation among industry players aside from compatible environment. Thus, both external and internal forces that drive M&A behavior between European banks are in place. In this study, however, our concern is the internal side of corporate motivation with emphasis on x-efficiency from M&A. Specifically, it will address the following two general questions: · What are the roles of x-efficiency in M&A decisions and results? · What are the impacts of x-efficiency in the European banking industry? · What are the implications of M&A with other theory such as neo-classical, monopoly and anti-trust issues? Research Goals The main objective of the paper is to prove whether M...

Title: Analysis on the Measures on the Development of Whanau in New Zealand

Abstract Whanau development is an initiative of both the Maori Community and the Crown. The basis of this initiative is the Treaty of Waitangi in which it establishes the partnership of the Crown and the Whanau. The New Zealand Government proposed the Whanau Development Project in which it is an initiative to help reduce the inequalities of Maoris in New Zealand and help strengthening the communities. The project is divided in six regions having a total of fourteen communities. Whanau Development project has its share of strengths and weaknesses. But in most cases whanau development foster positive outcomes in Maori communities. Whanau development project is for communities having a common goal for their whanau, together with good leaders. Introduction According to Durie [1] (2004a) Maoris are indigenous people of New Zealand their population consists 14% of the total New Zealand population. The Maori community is a very significant contributor in the success and the progress of New ...

A Study into the Motivation of Officers and Junior Staff of the Hong Kong Immigration Department after the Asian Financial Turmoil in 1997

Introduction Change management is basically defined as the formulation and assimilation of change in a methodical process. The major objective of change management is the introduction of innovative means and systems in the work organization. Organizational change is part of and a result of struggles between contradictory forces, also change management practice is related with endeavoring to manage their competing demands. To understand why and how to change organizations, it is first necessary to understand their structures, management and behaviour. According to Burnes (1996) these systems of ideas are crucial to change management in two respects. They provide models of how organization should be structured and managed. Then they provide guidelines for judging and prescribing the behaviour and effectiveness of individuals and groups in an organization. Hardy and Clegg (1996) believe that modern organizations passed by the guild structures and as organizations grew larger, skills beco...