...certificates, vendor credits, and outstanding checks, such as payroll and dividend checks. Since unclaimed property claims do not constitute a tax, Statement of Financial Accounting Standards No. 5, "Accounting for Contingencies" (FAS 5)5 may affect an enterprise's financial reporting obligations. In FAS 5, the term "contingency" is defined as "an existing condition, situation, or set of circumstances involving uncertainty as to possible gain (hereinafter a 'gain contingency') or loss (hereinafter a 'loss contingency') to an enterprise that will ultimately be resolved when one or more future events occur or fail to occur. According to FAS 5, a contingent loss should be charged to income if information is available before issuance of the financial statements indicating by fiscal year-end that a loss probably has been incurred and that the amount of such loss can be reasonably estimated. If there is a reasonable possibility that the loss will be incurred, FAS 5 generally requires the disclosure in the footnotes of the financial statements to include a discussion of the nature of the loss and either the possible range of the loss (if it can be estimated) or a statement that such loss cannot be estimated. FAS 5 provides: "Disclosure is not required of a loss contingency involving an un-asserted claim or assessment when there has been no manifestation by a potential claimant of an awareness of a possible claim or assessment unless it is...
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...Adoption of the Balanced Scorecard: A Contingency Variables Analysis Kevin Hendricks Richard Ivey School of Business University of Western Ontario Larry Menor Richard Ivey School of Business University of Western Ontario and Christine Wiedman* Richard Ivey School of Business University of Western Ontario September 2004 We thank Harpreet Hora for her research assistance. We also acknowledge the Social Sciences and Humanities Research Council for providing funding for this project. * Corresponding author. Richard Ivey Business School, University of Western Ontario, London, Ontario, N6A 3K7. Phone: (519) 661-8164. Fax: (519) 661-3959. E-mail: cwiedman@ivey.uwo.ca 1 Adoption of the Balanced Scorecard: A Contingency Variables Analysis ABSTRACT We examine the association between contingency variables and the adoption of a Balanced Scorecard (BSC). The contingency variables we examine include business-level strategy, firm size, environmental uncertainty, and investment in intangible assets. Utilizing both survey and archival data, collected as part of a mixed-methodology design, we find that BSC adoption is significantly related to business strategy, firm size, and environmental uncertainty. Specifically, BSC adopters are (1) more likely to follow a Prospector or Analyzer business strategy, (2) are significantly larger, and (3) exhibit significantly higher environmental uncertainty than non-adopters. We also examined the financial performance of BSC adopters prior...
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...What is the core argument of contingency theories of organizations? Discuss giving examples from at least one such theory. Evaluate the claims of this theory and assess its relevance for organizations today. Organizations operate in many different environments and it is vital to assess how they influence their structures. Effective and efficient organizing has become increasingly important in the modern world characterized by rapid changes. Contingency approaches emphasize that in order for organizations to succeed they must adopt a structure suitable for the environment in which they operate. There are many forms of contingency theory. In general, contingency theories are a class of behavioral theory that claim that there is no best way to organize a corporation and the organizational structure of the company. An organizational or leadership style that is effective in some situations may not be successful in others. Therefore, the best way of organizing the company, is contingent upon the internal and external situation of the company. External environments influence organizations in a varied number of ways. Critical external factors include, but are not limited to, the size of the organization, labor markets, availability and cost of capital, competitors, governmental laws and policies, managerial assumptions about employees, strategies, technologies used, etc. The main ideas of contingency theory are: * There is no universal or one best way to manage * The design of organizations...
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...Havard model HRM is generally considered to be either Hard or Soft where hard HRM is quantitative, calculative and treats people as a factor of production (an object). Soft HRM on the other hand draws from the Human Resource school of thought which treats people as strategic resources who can provide an organisation with strategic flexibility through being committed, innovative and working in a team so as to achieve a competitive advantage. The Harvard Model is considered to be more soft in nature because it views individuals as potential assets or human assets rather than variable costs. [pic] The Harvard map of HRM A large part of this section in Human Resource Management, 4th edition is devoted to the Harvard 'map' of HRM. This is probably the most seminal model of HRM and has had a major influence on academic debate on the subject. 'We noted that the Harvard Business School generated one of the most influential models of HRM. The Harvard interpretation sees employees as resources. However, they are viewed as being fundamentally different from other resources - they cannot be managed in the same way. The stress is on people as human resources. The Harvard approach recognizes an element of mutuality in all businesses, a concept with parallels in Japanese people management, as we observed earlier. Employees are significant stakeholders in an organization. They have their own needs and concerns along with other groups such as shareholders and customers.' The Harvard...
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...Case Study Analysis Paper 3: A Tale of Two Coaches 1) Through your review of Fiedler's contingency model, would you say that the coaches are matched to their situation? Why or why not? Has this had an impact on their effectiveness? I believe that Coach Knight and Coach K are matched to their situation according to Fiedler’s Contingency Model. Contingency theory suggests that situations can be characterized in terms of three factors: leader–member relations, task structure, and position power (Northouse, 2010). 2) Using Situational Leadership II, provide evidence from the cases that show whether or not there is usage of the leadership styles by the two coaches, and adopt a position on whether or not you think the coaches are effective from this theoretical perspective. In: Business and Management Coach Analysis Case Analysis Paper 3: A Tale of Two Coaches Bonnie Hyatt Grand Canyon University Leadership Style and Development LDR-600 Kelly Jensen, MBA April 30, 2013 Case Analysis Paper 3: A Tale of Two Coaches Fiedler’s contingency theory is a “leader-match theory” (Northhouse, 2013, p. 135). It attempts to match the style of the leader with the situation and develop a match between the two. Coach Knight and Coach Krzyzewski (Coach K) were both effective in this leadership style because they produced winning teams. Coach Knight is a task driven leader who sores low on the least preferred co-worker scale (LPC). His primary focus was accomplishing the tasks...
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...Award Regulations on cheating, plagiarism and collusion. We declare that this piece of work is our own and does not contain any unacknowledged work from any other sources. We authorise the University to test any work submitted by us, using text comparison software, for instances of plagiarism. We understand this will involve the University or its contractor copying our work and storing it on a database to be used in future to test work submitted by others. Note: The attachment of this statement on any electronically submitted assignments will be deemed to have the same authority as a signed statement. Signed: Signed: Signed: Signed: RICARDOSEMLER Signed: 22 Date: 1 GROUP ASSIGNMENT RICARDO SEMLER: ANALYSIS OF LEADERSHIP AT SEMCO ORGANIZATIONALBEHAVIOUR OBM60104 Dr. Shanthi Bavani RICARDOSEMLER 2 RICARDOSEMLER 2 1 (30%) Explain and differentiate the...
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...Fiedler contingency model The Fiedler contingency model is a leadership theory of industrial and organizational psychology developed by Fred Fiedler (born 1922), one of the leading scientists who helped his field move from the research of traits and personal characteristics of leaders to leadership styles and behaviours. 1 Two factors 1.1 Least preferred co-worker (LPC) 1.2 Situational favourableness 2 Leader-situation match and mismatch 2.1 Examples 3 Opposing views 4 Summary Two factors The first management style, Taylorists, assumed there was one best style of leadership. Fiedler’s contingency model postulates that the leader’s effectiveness is based on ‘situational contingency’ which is a result of interaction of two factors: leadership style and situational favorableness (later called situational control). More than 400 studies have since investigated this relationship. Least preferred co-worker (LPC) The leadership style of the leader, thus, fixed and measured by what he calls the least preferred co-worker (LPC) scale, an instrument for measuring an individual’s leadership orientation. The LPC scale asks a leader to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well, using a series of bipolar scales of 1 to 8, such as the following: Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive .... 1 2 3 4 5...
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...Leadership Theory Analysis Discussion Summary Hugo Velasquez MGT/230 October 7, 2015 Selena Mason Corporate Strategy Analysis Discussion Summary This week my group and I discussed about leadership theory. We visited the Vroom Model of Leadership as well as Fiedler’s Contingency Model. We all feel that in order for an organization to increase their chances for success they need to have a good configuration in management. The company needs to select its management team carefully, making sure they are qualified for the position, not to mention a cohesive comradery within the team. Not all individuals think or act the same to they need to be able to find a median where they can meet and make the best decisions for the company. The Vroom model “emphasizes the participative dimension of leadership: how leaders go about making decisions” (----). The way the Vroom model works is by having an individual answer a couple of questions, selecting “high” or “low” for each one of the questions. At the end the individual will reach one of 14 possible selections. It then breaks it down further by showing which of the 5 decision styles will work appropriately. The purpose of this model is to take a situational methodology when it comes to examining an issue. In this model, management personnel have the ability to select the best leadership style in order to find a resolution. References Bateman, T. S., & Scott, S. A. (2011, Dec.). Management Leading and Collaborating in a Competitive...
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...motivational orientation [formerly referred to as style], and a leader’s situational control [formerly referred to as situational favorability]. The model predicts that leaders who have a task motivational orientation compared to those who have a relationship orientation or motivation will be more successful in high- and low-control situations. (p. 287) The purpose of their article was to address the confusion surrounding the model’s components like how they relate to each other (Ayman, Chemers, & Fiedler, 1995). According to Ayman, Chemers, and Fiedler (1995), “the model’s constructs are: (1) leader’s characteristics, (2) situational control, and (3) leadership effectiveness” (p. 288). Ayman, Chemers, and Fiedler’s conclusion is that contingency model of leadership has been in practice and aided by research for the last thirty years. They revised the strengths and weaknesses of the model. According to Ayman, Chemers, and Fiedler (1995): The greatest strengths of the model reside in: (1) the conceptual and statistical independence of its central constructs, LPC and situational control; (2) its emphasizes on independence and, where possible, objective measures of important organizational outcomes such as group productivity; (3) its relatively lesser vulnerability to the invalidation of its constructs and findings as a result of information-processing biases and methodological weaknesses; and, of course, (4) its proven predictive validity. (p. 291) The weakness of the model stems...
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...Fiedler's Contingency Theory of Leadership is regarded by many as the first situational theory of leadership. He broke with the behavioral theorists of leadership and hypothesized that their is no one right way for a leaders to behave in all situations. He went on to state that situations could be classified as most, moderately and least favorable to leadership based on three dimensions -- leader-member relations, task structure and position power. Fiedler's Theory of Leadership is more complex than the behavioral theories of leadership. He said in took a pretzel shaped hypothesis to explain a pretzel shaped world. One of the contributions of his theory of leadership was the idea that not one form of leadership is appropriate for all situations. He continued to view most people as having a predisposition to be either task or relationship-oriented as a primary style of leadership. In addition, he recognized that people had a secondary style of leadership which they could use in low stress situations. For task-oriented leaders, their secondary style was relationship-oriented. For relationship-oriented, the secondary style is to look for new challenges. To understand the situation, Fiedler said that the following three factors had to be considered: Leader-member relations - Degree to which a leader is accepted and supported by the group members. Task structure - Extent to which the task is structured and defined, with clear goals and procedures. Position power - The ability...
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...Bachelor of Arts (Honours) in Business Management LEADERSHIP AND ORGANISATIONS Name: Nguyen Thi Kim Ngan Student ID: 23045438 Word count: 3596 Module Leader UK : Janette Hurst Module Leader Singapore: Jasmine Puah Table of Contents Introduction 3 Trait Approach to Leadership Theory 3 Advantages of Trait Approach 4 Disadvantages of Trait Approach 4 Situational and Contingency Approach 6 Fiedler’s Contingency Theory: 7 Advantages of Fiedler’s Contingency Model 9 Disadvantages of Fiedler’s Contingency Model 9 Harsey-Blanchard Situational Leadership 10 Advantages and Disadvantages of Hersey-Blanchard Situational Leadership Model 12 Transformational Approach to Leadership 13 Advantages and Disadvantages of Transformational Approach to Leadership 15 Similarities of different approaches 15 Differences of Different Approaches 16 Conclusion 17 References 19 Appendix 22 Appendix 1: Zaccaro’s Model to Trait Approach 22 Appendix 2 : LPC Scale 22 Appendix 3: Fielder's Contingency model 23 Appendix 4: Harsey and Blanchard Situational Model 23 Appendix 5: Transformational Approach to Leadership 24 Introduction The purpose of this essay is to discuss different approaches to leadership. Different approaches to leadership have been described using different models along with charts and tables to provide a better understanding on each model. It also states the advantages and disadvantages of each approach and how the disadvantage...
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...Case Study Analysis: A Tale of Two Coaches, Part 3 Elida Roshi Grand Canyon University Leadership Styles and Development LDR-600 Shawna Wentlandt January 29, 2014 Case Study Analysis: A Tale of Two Coaches, Part 3 It is identified that the focus point of leadership is to achieve goals by encouraging people and directing them in the proper direction. Organizations consist of various departments and groups that are required to meet both short term and long term goals of the department and organization. For this reason an exceptional leader is needed to direct and inspire them throughout this process. The most important part of leadership is the quality of a leader to encourage others and offer enhancement and creativity in their submission of ideas and methods and that is exactly where the distinction between management and leadership falls. This author will focus accurately on this distinction illustrating Blanchard’s situational model and Fiedler’s contingency model on the two famous coaches’ leadership style. Furthermore, this writer will discuss which of the leadership styles utilized from them are more effective and what is impacting on their effectiveness. Based on Fiedler’s contingency model it is apparent that Coach Knight and Coach K are matched to their situations. As the Fiedler’s contingency model suggests leaders are assigned to a situation for their specified qualities and abilities and is more like a leader-match structure (Northouse, 2013). It is very...
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...as the ability to influence a group toward the achievement of a vision or set of goals. (Robbins and Judge 2005). Leaders have the task of planning, organizing, solving problems, motivating, supporting, delegating, rewarding, networking and rewarding their employees or group members, among numerous other tasks. Consequently it can be said that the performance and effectiveness of an organization is directly related and depends upon the leadership that it has. With reference to Fiedler’s Contingency Model/ Theory, Hersey and Blanchard Situational Leadership Theory, Path-Goal theory and Participative Leadership Model, the validity of this statement shall be proven. The very first complete contingency model for leadership was developed by Fred Fiedler. The Fiedler contingency model proposes that successful group performance depends on the proper coherence between the leader’s style and the extent to which the situation gives the leader control. (Robbins and Judge 2005) In Fielder’s contingency model, first the leadership style of the individual needs to be identified through a special questionnaire referred to as the “least preferred co-worker questionnaire”. This evaluates whether the person is relationship oriented or task oriented. The next step is matching the leader to the situation using leader-member relations, task structure or position power variables. Finally we evaluate. Fiedler concluded that task-oriented leaders perform better in situations very favorable...
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...Self Assessment Log 2 Jerry Chauvin Thomas Edison State University What have you learned from completing this exercise? Fiedler’s contingency model of leadership, along with his LPC score board revealed to me that my leadership abilities mimic a High LPC, leader. “High LPC leaders are most effective when situational variables are neither extremely favorable nor unfavorable” (Hackman, 2009, p.80). I have also learned that the best way to understand someone else is to imagine myself as them (Hackman, 2009, p.78). How has your self-understanding increased? It has also made me realize how crucial it is to acknowledge the imperfections of some of my followers, which is equally as important to acknowledge the perfections of my most desirable followers in the workplace. It is my understanding that I am more relationship oriented, thus making me less focused on the task. My environment needs to be restructured where my position power is strong, tasks are structured, and relationships between me and my followers are good. According to Hackman (2009), “the most favorable conditions exist when the relationship between the leader and followers is good, the task is highly structured task, and the leader’s position power is strong" (p.80). What does this assessment reveal about your potential strengths and weaknesses as a leader (or follower)? Strengths: I work best when the conditions are favorable. My favorable conditions include pleasant, friendly, supportive, open, considerate...
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...Leadership Theory Analysis This week in our assignment we take a look at leadership. Within this topic we look at theory analysis of two different types of model’s. First we have the Vroom’s model of leadership which deal with how leaders make decisions. Then you also have the Fiedler’s Contingency model which deals with choosing the right type of leader for the situation. In life or in any work place there is always someone who is in charge. That person who is in charge, is viewed as a leader, in the eyes of subordinates. A video that we watched in class defined a leader as a brave person who is not afraid to stand out among the rest. There are many traits and characteristics of leadership. Many people are born with leading abilities, while others pick up the traits by facing situations in their life’s, within the situations they had to come up with a solution. When we take a look at the Vroom’s model of leadership we see an analysis of what makes a leader make decisions. It opens an analysis to questions on how to make the right decision. Vrooms theory is closely resembles the models of Tannenbaum and Schmidt. Well in Vrooms model there is a series of questions that follow any decision that is to be made by a leader. The importance of the questions is based on the importance of the situation. The process can make it easier to make the decision and help facilitate to what might be the best decision...
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