852 resultados para Financial management


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August 1978.

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Description based on: Mar. 1976; title from cover.

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Mode of access: Internet.

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No longer distributed to depository libraries,

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Description based on: Fiscal year 1980; title from cover.

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Mode of access: Internet.

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v. 1. Wholesale distribution function.--v. 2. Administrative management, the role of the chief executive.--v. 3. Financial management.--v. 4. Marketing management.--v. 5. Inventory control, theory and practice.--v. 6. Applied management techniques.

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Covers the following approaches to reorganization: consolidation; annexation; unit district conversions; high school deactivation; cooperative high school attendance centers.

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Cover title.

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"A Joint Project of the Chief Financial Officers Council and the Joint Financial Management Improvement Program."

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Designed to provide the student [i.e. the training officer] with the essential tools and skills to lead and manage a training program in a small department.

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"NSF 94-2 (replaces 92-89)."

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The present paper develops and tests a model explaining public sector derivative use in terms of budget discrepancy minimization. The model is different from private sector models. Private sector models do not readily translate into the public sector, which typically faces different objectives. Hypotheses are developed and tested using logistic regression over a sample of Australian Commonwealth public sector organizations. It is found that public sector organization derivative use is positively correlated with liabilities and size consistent with the hypotheses concerning budget discrepancy management.

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How will financial institutions respond to the transactions and asset management needs of both the ageing population and their carers? The ageing of the population has generated increased interest from both government and business, including banking and financial services, in the sorts of services that will be required by older people, and how their money and property will be managed. This article examines the trends and implications for banking practice of this increasing population of customers and their carers.

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This paper examines the impact of targe board recommendations on the probability of the bid being successful in the Australian takeovers context. Specifically, we model the success rate of the bid as a binary dependent variable and target board recommendations or the board hostility as our key independent variable by using logistic regression framework. Our model also includes bid structures and conditions variables (such as initial bid premium, bid conditions, toehold, and interlocking relationship) and bid events (such as panel and bid duration) as our control variables. Overall, we find board hostility has statistically significant negative effect on the success rate of the bid and almost all control variables (except for the initial bid premium) are statistically significant with the correct sign. That is, we find toehold, the percentage of share required to make the bid becomes successful, and the unconditional bid have positive impact on the success rate of the bid, at least as predictive determinants prior to the release of any hostile recommendation. Consistent with Craswell (2004), we also find the negative relation between interlocking relationship and the success rate of the bid. Our finding supports that from target investors’ point of view, interlock is consistent with the negative story of self interest by directors. Finally, like Walking (1985), we find that the initial bid premium does not have influence on the success rate of the bid. Hence our results reinstate Walking’s bid premium puzzle in Australian context.