IOSR-JBM   Volume-17 ~ Issue-4 ~ April-2015

Abstract: This article is on business educators' need for requisite infrastructure for the business education programme in tertiary institutions. Education is a vital part of development of an individual's life, it opens doors to excellent career opportunities. Business education which is a part of formal education consists of systematic instruction, teaching and training by teachers. The research work adopted descriptive survey design. Simple sampling technique was used for the study. The Population of the study are students in department of business education in both federal and state universities in south-east of Nigeria. Simple percentage frequency count was used to analyze the instrument. A total of three hundred eighty (380) questionnaires were distributed to undergraduates, three hundred twenty (320) was duly completed and returned. The literature review discussed issues related to business education like Infrastructures Needed by Business Educators and Challenges facing business educators' on the lack of requisite infrastructure and solution were proffers to the problems.

Keywords: Business education, Infrastructure, Programme, higher education and Nigeria

[1]. Akinsola, O.S, Marlien, E.H and Jacobs, S.J.(2005) ICT provision to disadvantaged urban communities: A study in south Afirca and Nigeria. International Journal of education and development using information and communication technology vol 2(1).
[2]. Babalola, Y.T(2013). Nigeria information infrastructure policy: implication for e-governance. Arabian Journal of Business management review vol 2(11)
[3]. Gesci,(2007) Global e-schools and community initiative: infrastructure and connectivity. Available online at http//www gesci,org.
[4]. Ikegwu, J.C(2003) Introduction to computer. Jos: Samadoo Computer Educational Resources and Research Institute
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[6]. Xiao, J. (2007) China's educational reform in transition. Unpublished paper chinaese university of Hong Kongn,

Abstract: Employee development is not just the. responsibility of the employee. In today's diverse workforce, business practices have evolved to reflect economic competitiveness in developing and retaining talented employees. Organizations are continually seeking new solutions to assess, understand, and .strategize employee development. One of the greatest challenges faced by managers is the strategic personal development of their employee in order to ensure effective use of their talent. To properlymanage this vital resource, they must identify their challenges and then implement the Training and development Programmers. Planned training and-development- programme will return values to the organization in terms of increased productivity, morale, reduced cost greater organizational stability and flexibility to adopt changing external requirement, when they are well trained, they can easily handle situations, please customers ensuring customer retention as well as resolve any glitches easily without much ado. This article analyzes and evaluates the significance of employee development programms and the level of job satisfaction. The study determined that training and development increase employee satisfaction level. A review of research literature in 2003 supported the commonly held belief that employee development programs make positive contributions to organizational performance. A more highly skilled workforce can accomplish more as the individuals gain in experience and knowledge.

Keywords: organizational performance, job satisfaction, training and development.

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Abstract: The study of the Parliament performance very attractive because of the people's representatives in Jakarta is always expected by society to perform better performance in building the Jakarta city. The purpose of this study was to measure and describe the parliamentarian performance of Jakarta is associated with personality, self-efficacy and capability. The method used a quantitative method . Analysis using path analysis. The data was collected using a research instrument which was distributed to the respondents with a sample of 94 members. The results showed that the High and low capability of Parliament members have been linked with a personality and self-efficacy, but Parliament Performance not linked with personality and self efficacy. Then capablity there is corelation toward parliament performance. However capabilities in this regard becomes important for personality and self efficacy in improving the performance of parliament members in Jakarta.

Keywords: Personality, self- efficacy, capability, performance

[1]. Winardi. (2009). Organization Theory And Organizing. Jakarta: Rajawali Pers.
[2]. Dale Timpe ( 2000), Leading Man, Series Science and Arts in Business Management PT Gramedia Asri Media
[3]. Baron, A. Robert & Jerald Greenberg, (2000), Behavior in Organization : Understanding & Managing The Human Side of Work, Prentice Hall International Inc.,Canada.
[4]. Dunn, W. S., Mount, M. K., Barrick, M.R., & Ones, D. S., (2000) Relative Importance of Personality and General Mental Ability in anager'Judgments of Applicant Qualifications, Jurnal of Applied Psychology, vol 4, pp. 500-509.
[5]. Hogan, J. & Holland, B. (2003). Using theory to evaluate personality and jobperformance relations: A socioanalytic perspective. Journal of Applied Psychology, 88, 100-112
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Abstract: The successful management of an organization's human resources is an exciting, dynamic and challenging task, especially at a time when the world has become a global village and economies are in a state of flux. In organizations and on the home front, the challenge of work life is rising to the top of many employers' and employees' consciousness.Human resources are the most valuable and unique assets of an organization. In today's fast paced society, educational institutions seek options to positively impact the bottom line of their faculties to improve faculty morale and to retain faculties. Work life balance has been one of the major factors in influencing the organization's efficiency.

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Abstract: We watch movie or cinema only for more or less two hour but a vast managerial process involve before screening. Film management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. Film management is a distinct process consisting of planning, organizing, actuating and controlling performed to determine and accomplish stated objectives with the use of human beings and other resources. Film management is the art directing and inspiring people. Film director performs all the managerial functions, he leads to actuating functions of planning, organizing, staffing, motivating and controlling.

[1]. A.R.P.S. Grosset Philip, The Complete Book of Amature Film Making,Evan Brothers Ltd., London,1967.
[2]. Alam Mahbub , Amar Dekha Chobi, Bangladesh Film Songsod's Film Study Centre Publication, Dhaka, Bangladesh, 2008.
[3]. Belton Jhon, American Cinema American Culture, The MacGraw-Hill Companies, U.S.A,2005.
[4]. Bhowmik Someswar, Cinemar Bhalo Mondo, Anustup Publication, Kolkata, India,1986.
[5]. Bhowmik Someswar (2008), Media Niye Saat Paanch, Matibari Publication, Ghola Bazar, Kolkata, India,2008.
[6]. Bordwell, David, AND Kristin Thompson, Film Art: An Introduction, 7th ed. : McGraw-Hill,New York,2003.

Abstract:My project was to find out whether Koutons should reposition its "discounted stores" to "non-discounted" ones and what will be the after effects of it on the buying behaviour of the consumers.
Gurgaon was selected for this study where there are three Exclusive outlets of Koutons. The survey was conducted using questionnaire and observation technique. There were in all 50 questionnaires which were made to be filled by the respondents. The information about various attributes and factors was collected. After all the data collection, primary data was filtered, tabulated, calculated and finally analysed. Secondary data was also used in company profile etc. On the basis of analysis of data the findings and conclusion was drawn.The survey gave knowledge about the customers buying perception, that whether they will still buy from Koutons if the products are not available at discount.

Keywords: Retailing,Pricing strategy, Repositioning, Emerging trends in retailing.

[1]. Marketing Management text and cases (third edition) By R.L.Varshney and S.L Gupta (Sultan Chand and Sons).
[2]. Marketing Management, South Asian Perspective (twelfth edition) By Philip Kotler and Kevin Lane Keller (Pearson Prentice Hall).
Websites:
[3]. www.Koutonsparivar.com
[4]. www.Koutonsparivar.com/mens_wear.php
[5]. www.sebi.gov.in/dp/Koutonsdraft.pdf
[6]. www.in.kpmg.com

Abstract: The majority investors of India belong to middle class families who want to yield the maximum returns on their investment by taking the less risk. In banks and post offices investment is safe but due to lower interest rates it is less attractive while in mutual funds through professional and sound portfolio management, it reduces the risk and yield the higher rate of return on the investment. In this paper an attempt has been made to evaluate the performance of mutual fund schemes is to see whether the mutual fund schemes are outperforming or underperforming than NSE G-Sec Composite Index and to see the competency of schemes to make out a strong case for investment. The study covers the period between April 1996 and March 2011 and evaluates the performance of 40 debt oriented open ended schemes having corresponding growth and dividend options. The empirical results reported that the variance of only 17.5 percent of total schemes was explained completely by the market and in overall, NSE G-Sec Composite Index outperformed the scheme returns. The study concludes there was no significant difference exists between Schemes Returns and NSE G-Sec Composite Index Returns.

Keywords: Debt schemes, Mutual funds, Performance evaluation, Ranks, Risk-return.

[1]. Bhuvaneswari, P. & Selvam, M. (n.d.). Analysis of risk and return relationship of Indian equity (dividend) mutual fund schemes. Retrieved from http://ssrn.com/abstract=1862214, accessed on 10/01/2014.
[2]. Jayadev, M (1996, March). Mutual Fund Performance: An Analysis of Monthly Returns. Finance India, X(1), 73-84.
[3]. Lehmann, B.N. & Modest, D.M. (1987). Mutual Fund Performance Evaluation: A Comparison of Benchmarks and Benchmark Comparisons, The Journal of Finance, 42(2), 233-265.
[4]. Lohana, P.M (2013, January). Performance Evaluation of Selected Mutual Funds, Pacific Business Review International, 5 (7), 60-66.
[5]. Loomba, J. (2011, December). Investigating Performance of Equity-Based Mutual Fund Schemes and Comparison with Indian Equity Market, Asian Journal of Research in Banking and Finance, 2 (3), 94-111. Retrieved from http://www.aijsh.org, accessed on 08/06/2012..

Abstract: Kenya has recently been experiencing an alarming road carnage involving deaths of many innocent people and this necessitated this study. The data for the study was gathered primarily through secondary sources. These sources included Kenya Road Safety, Police reports, Newspapers, internet, books, World Bank reports and other relevant sources. Practical experience and direct, observation of the roads was also provide some reasonable information. A visit will be made to some commercial motor garages in Nairobi to interact with daily users of the roads. Analysis will be conducted using descriptive statistics that will include mean values, standard deviations and frequencies among others.

[1]. A review of evidence for prevention 1914. Towner E, Mytton J. The prevention of unintentional injuries in children. Paediatrics and Child Health, 2009, 19:517- 521.
[2]. Asingo, P.O. (2004) The Institutional and Organizational Structure of Public Road Transport in Kenya. (IPAR) Discussion Paper No. 050
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[5]. Chitere, P.O. (2004) Matatu Industry in Kenya: A Study of the Performance of Owners, Workers and their Associations and Potential for Improvement. IPAR Discussion Paper No. 055.
[6]. Christie N, Dale M, Lowe C. Road safety research report No. 32: child road safety in rural areas – a critical review of the literature and commentary. Available from http://www.dft.gov.uk/rmd/project.asp?intProjectID=10071, accessed 23rd July 2010.
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Abstract: Corporate diversification is one of the fundamental strategic alternatives available to organizations to sustain growth and search for greater profits. Companies whose products are threatened by the environmental uncertainty or in decline phase of their life cycle curve can prefer to engage in diversification to overcome the risk arising from current industries. Expanding its product line and activities to different sectors where the environmental uncertainty is reduced and, profitability is higher, a company may confirm its survival which will make its cash flow more reliable. Utilizing case study research design, the research sought to establish the influence of unrelated diversification strategy components on corporate performance of Sameer Group in Kenya. Stratified random sampling technique was used in selecting the sample for the study. The main data collection instrument for the study was questionnaires. Findings indicated that the general economic environment, efficiency view, firm characteristics and co-insurance effect were significantly related to corporate performance.

Keywords: Corporate performance, Diversification, Unrelated diversification, Strategy

[1]. Andrews, W.A., & Dowling, M.J. (2007). Explaining performance changes in newly privatized firms. Journal of Management Studies, 35, 601-617.
[2]. Aron, D.(2004). Ability, Moral Hazard, Firm Size, and Diversification. The RAND Journal of Economics, 19(1), 72-87.
[3]. Berger, P., & Ofek, E. (1999). "Causes and Effects of Corporate Refocusing Programs", The Review of Financial Studies, Vol. 12, No. 2. (Summer, 1999), pp. 311-345.
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[5]. Campa, J.M., & Kedia, S. (2002). Explaining the diversification discount. Journal of Finance, 57 (17), 31–62.
[6]. Chakrabarti, A., Singh, K., & Mahmood, I. (2007). Diversification and performance: Evidence from East Asian Firms. Strategic Management Journal, 28, 101-120.

Abstract: All organizations are set up with an objective to create value to the society. This necessitates organizations to generate revenues to support all its stakeholders. However, in the rat race to succeed, most organizations are unable to generate revenues for sustainable operations. Organizations cannot survive without profits/surpluses and the inability to generate surpluses would lead to corporate decline or failure. Getting such organizations back to health requires entrepreneurial strategies at two levels, namely, from the negative to the breakeven and from breakeven to the positive. Hence, the turnaround management is a doubly entrepreneurial act. The objective of this study was to establish the influence of turnaround strategy adoption on the revenue performance of Kenya Revenue Authority.

[1]. Prasad, V. (2006). Role of HR in corporate turnaround. Human Resource Journal, 16, 11-29.
[2]. Mwangi, D. W. (2006). Application of the balanced score card in implementing turnaround strategy. Unpublished MBA Project, Catholic University of Eastern Africa, Kenya.
[3]. Boyne, G.A. (2006). Strategies for public service turnaround. Lessons from the private sector. Strategic Management Journal, 38 (3), 365-388.
[4]. Mellahi, K. (2006). Managerial responses to declining performance. Turnaround investments strategies and critical contingencies. Advances in Applied Business Strategy. Vol. 5. (pp. 3-20).
[5]. Pandit, N. (2003). Stages in the turnaround process. The case of IBM UK. European Management Journal, 19 (3), 301-316.
[6]. Beeri, I. (2009). The measurement of turnaround management strategies in local authorities. Strategic Management Journal, 29, 131-137.
[7]. Kenya Revenue Authority, (2003). Second Corporate Plan (2003/04-2005/06)