IOSR-JBM   Volume-5 ~ Issue-2 ~ Sep-Oct-2012

Paper Type	:	Research Paper
Title	:	Impact of Business Risk on Corporate Capital Structure of Publicly-Listed Nigerian Companies
Country	:	Nigeria
Authors	:	Dauda Mohammed
	:	10.9790/487X-0520115

AbstractThis paper demonstrates the extent to whichchanges in business risk helppredictthe capital structure choices of Nigerialisted companies.The findings support a U-shaped function between earnings volatility and total debt ratio. In normal times when the threat of insolvency is low, firms cut their average rate of borrowing relative to total assetsby between 1 and 4 percent a year. However, they raised it by between 5 and 22 percent during periods of heightened market anxiety. This suggests that policies whichlower the expected bankruptcycosts relativeto company value will discourage an unnecessary use of debt.
Key Words:Capital structure, Industry effects, Business risk, Cashflow, Volatility, Nigeria

[1] Alti, A (2006), "How Persistent Is the Impact of Market Timing on Capital Structure?",The Journal of Finance, Vol. 61 (4),
pp. 1681-1710
[2] Arnold, G (2008),Corporate Financial Management, 4th Edition, (FT Prentice Hall)
[3] Asteriou, D., and S. Hall (2007),Applied Econometrics: A Modern Approach, Revised edition (Palgrave Macmillan, New York)
[4] Attanasio, O., L. Picci, and A. Scorcu (2000), "Saving, Growth and Investment: A Macroeconomic Analysis Using A Panel of
Countries", Review of Economics and Statistics, Vol. 82, No. 2, pp. 182-211.
[5] Auerbach, A.J (1985), "Real Determinants of Corporate Leverage", in Friedman (ed.), Corporate Capital Structure in the United
States(University of Chicago Press, Chicago).
[6] Berger, A.N (1995a), "The Relationship Between Capital and Earnings in Banking" Journal of Money, Credit and Banking, Vol. 27
(2) pp. 432-456
[7] Berger, A.N (1995b), "The Profit-Structure Relationship in Banking-Tests of Market-Power and Efficient-Structure Hypotheses."
Journal of Money, Credit, and Banking, Vol.27, pp. 404-31.
[8] Bevan, A.A., and J. Danbolt (2002), "Capital Structure and its Determinants in the UK - a Decompositional Analysis, Applied
Financial Economics, Vol. 12 (3), pp. 159-170
[9] Bhaduri, S.N (1996), "Determinants of Capital Structure Choice: a Study of the Indian Corporate Sector", Applied Financial
Economics, Vol. 12(9), pp.655-665
[10] Booth, L., V. Aivazian., V. Demirguc-Kunt., and V.Maksimovic (2001). "Capital Structures in Developing Countries", Journal of
Finance, 56, 87– 130.

Paper Type	:	Research Paper
Title	:	Evaluation of Training and Development: An Analysis of Various Models
Country	:	India
Authors	:	Harshit Topno
	:	10.9790/487X-0521622

Abstract:Training and development enhances efficiency and develops a systematic way of performing duties and assigned tasks. Moreover it bridges the gap between job requirement and employees present specification. Training like any other organizational activity requires time, energy and money. It's an investment in employees' productivity and retention by providing for career progression and employees job satisfaction over the long time. Therefore the organisation needs to know whether their investment is being spent effectively or not. For this continuous evaluation of training and development is necessary. Evaluation of training and development means assessment of the impact of training on trainee's performance and behaviour. The present paper is descriptive in nature falls under the category of general review for understanding the conceptual framework of evaluation, its needs and purpose and the various models adopted by organisation for evaluation purpose. Finally in conclusive remark paper suggests the most widely used model and what are the issues which lead to ignorance of evaluation as well as in the course of evaluation.
Key Words:Evaluation, Expenditure, Models, Organisation, Training and Development

[1] B. Bowes, Employees Development Programs Help Companies Achieve Greater Success, CMA MANAGEMENT, 2008. 13-14.
[2] T. T. Baldwin, and J. K. Ford, Transfer of Training: A Review and Directions for Future Research, Personnel Psychology, 41(2), 1998.
[3] Gopal, Effectiveness of Executive Training Programs, The Indian Journal of Commerce, 61(3), 2008, 143-150.
[4] V. Nagar, Measuring Training Effectiveness, The Indian Journal of Commerce, 62(4), 2009, 86-90.
[5] J. Philips, Handbook of training evaluation and measurement methods (Butterworth- Heinemann, Oxford, 1991).
[6] B. Holli, and R. Calabrese, Communication and education Skills for dietetics professionals Philadelphia: Lippincott, Williams & Wilkins, 1998).
[7] J. Boulmetis, and P. Dutin, The abc‟s of evaluation: Timeless techniques for program and project managers (San Francisco, Jossey-Bass, 2000).
[8] U. F. Schalock, Outcome Based Evaluations (Boston, Kluwer Academic/Plenum, 1998).
[9] R. A. Noe, Employees Training and Development (Irwin, Mc Graw – Hill, 2008).
[10] L. M. Prasad, Human Resource Management (New Delhi, Sultan Chand & Sons, 2005).

Paper Type	:	Research Paper
Title	:	Competition Law Benefits, Application & Monitoring: Reviewing Practices In UK, USA And Australia & Possible Benefits For Bangladesh
Country	:	Australia
Authors	:	Munshi Samaduzzaman, Fazluz Zaman
	:	10.9790/487X-0522326

Abstract:The paper focuses on the application, monitoring, and benefits of the competition law. The topic that covers in the entire paper is mainly focuses on the importance of the competition law that particularly applies in the consumer protection that has been established in order to promote the balance and fairness in the economic consumption and spending. This paper will present the understanding on the competition law and policy that aims to protect the consumers and provide the scenarios in competition laws that is mostly based on UK, USA, and Australia. It is important for the study to discuss such matter in order to recognize the effectiveness of the policy and its applicability in trading and commerce. In addition, the aims to determine the impact of the competition law in developing countries.

[1] Lande, RH 2004,'Why Antitrust Damage Levels Should Be Raised', Loyola Consumer Law Review, vol. 16, no. 4, pp. 326-329.
[2] Street Law's Antitrust Lessons 2006, What are price fixing and collusion? Available from: <http://www.fairfightfilm.org/lessons/lesson3.pdf>. [05 January 2012].
[3] Baker, JB 2003, 'The Case for Antitrust Enforcement', Journal of Economic Perspectives, vol. 17, no. 4, pp. 27-50.
[4] Grant, H & Thille, H 2001, 'Tariffs, Strategy and Structure: Competition and Collusion in the Ontario Petroleum Industry, 1870-1880', Journal of Economic History, vol. 61, pp. 390-413.
[5] Connor, JM 2001, Global Price Fixing: Our Customers are the Enemy, Boston: Kluwer Academic.
[6] Connor, JM 2005, 'Global Antitrust Prosecutions of Modern International Cartels', Journal of International Competition and Trade, forthcoming, pp. 50.
[7] Crandall, RW & Winston, C 2003, 'Does Antitrust Policy Improve Consumer Welfare? Assessing the Evidence', Journal of Economic Perspectives, vol. 17, no. 4, pp. 1-26.
[8] Beckmann, M 2004, 'Art Auctions and Bidding Rings: Empirical Evidence from German Auction Data', Journal of Cultural Economics, vol. 28, pp. 125-141.
[9] Clarke, JL & Evenett S 2003, 'The Deterrent Effects of National Anticartel Laws: Evidence from the International Vitamins Cartel', Antitrust Bulletin, vol. 48, pp. 289-726. [10] Australian Competition Law 2011, Competition and Consumer Amendment Act (No 1) 2011, Available from: <http://www.australiancompetitionlaw.org/legislation/2011pricesignalling.html> . [05 January 2012].

Paper Type	:	Research Paper
Title	:	The People and CRM (Customer Relationship Management)
Country	:	India
Authors	:	Manish Roy Tirkey
	:	10.9790/487X-0522728

Abstract:The evolution of Technology and its involvement in our everyday life has powerful implication for the relationship between government and citizen. Technology has the potential to completely transform the way government do business and how citizen relate to elected official and public agencies. At a minimum, today's constituent relationship management (CRM) technologies (telephony, Web systems, etc.) create the possibility for increased efficiency and effectiveness of government. More significantly, these tech- nologies can allow citizens to interact with government officials and staff in more mean- ingful and civically productive ways. With the rapid use of the Internet and its increased use by citizens for information and government data (reports on initiatives, types of services offered, etc.), online customer transactions and inquiries are becoming an increasingly important communication mode.
Key Words:CRM, Web System, Technologies, Government.

[1] Chadwick and C. May, "Interaction between States and Citizens in the Age of the Internet: E-Government in the United States, Britain, and the European Union," Governance: An International Journal of Policy, Administration and Institutions 16, no. 2 (2003): 271-300.
[2] David Myron, "CRM.GOV," Customer Relationship Management (July 2004): 26-30.
[3] D. M. West, "E-Government and the Transformation of Service Delivery and Citizen Attitudes," Public Administration Review 64, no. 1 (2004): 15-27.
[4] Myron, "CRM.GOV," Customer Relationship Management.
[5] Modified from E. Welch, C. Hinnant, and J. Moon, "Linking Citizen Satisfaction with E-Government with Trust in Government," Journal of Public Administration Research and Theory 15 (2005): 371-191.
[6] M. Bovens and S. Zourdis, "From Street-Level to System-Level Bureaucracies: How Information and Communication Technology is Transforming Administrative Discretion and Constitutional Control," Public Administration Review 62, no. 2 (2002): 174-184.
[7] Yuhang Shi and Carmine Scavo, "Citizen Participation and Direct Democracy Through Computer Networking," in Handbook of Public Information Systems, G. David Garson, ed. (New York: Marcel Dekker, Inc., 2000), 247-263.

Paper Type	:	Research Paper
Title	:	Challenges and Opportunities for Women Entrepreneurship in India under Globalisation
Country	:	India
Authors	:	Soni kumari
	:	10.9790/487X-0522935

Abstract:Inspite of forming 50 per cent of the total population of the world women do not own even 1 per cent of the world's property. Their role and contribution in industrialisation has remained unaccounted and unassessed. The lot and the position of women the world over has remained neglected. Their share in business and trade is very low. Though they represent half the humanity, their contribution to leadership and management is much less. According to the UN report women receive 25 per cent less wages than men inspite of the law of equal wages for equal work. Time has come for women to come out of the drudgery of housework and give vent to their creativity and entrepreneurship. Political developments in India have also been responsible for determining the role of women in a changing society. It is an accepted fact that the role of women in national development is a crucial one. Women have an important role to play in synthesising social progress with economic growth of developing countries. Non-aligned and other developing countries have attached a great importance to ensure that women play their full role in the development process. The specific role of women in the economic effort has not yet been clearly defined but the need for "integration of women into development" is being particularly felt by women themselves. With the increase in the number of women getting educated, there is considerable awareness among women to be self-employed and gradually the role of women is changing in the society.

[1] Buckley, G., ―Micro-finance in Africa: is it either the problem or the solution?‖ World Development 25 : 1081 - 1093, 1996.
[2] CGAP., Micro and Small Enterprise Finance: Guiding principles for selecting and supporting intermediaries. CGAP, 1995.
[3] Goetz, A.M., and R. Sengupta., ―Who Takes the Credit? Gender, Power and Control over Loan Use in Rural Credit Programmes in
Bangladesh", World Development 24 : 45 - 63, 1996.
[4] Johnson, S., Gender and Micro-finance: guidelines for best practice. Action Aid, UK, 1997.
[5] Kabeer, N., The conditions and consequences of choice: Reflections on the measurement of women's empowerment, UNRISD,
1999.
[6] Mayoux, L., Women's Empowerment and Micro-finance programmes : Approaches, Evidence and Ways Forward, The Open
University Working Paper No. 41, 1998a.
[7] Mayoux, L., ―Questioning Virtuous Spirals : micro-finance and women's empowerment in Africa‖, Journal of international
Development 11 : 957 - 984, 1999.
[8] Otero, M., and E. e. Rhyne (Ed), The New World of Microenterprise Finance : Building Healthy Financial institutions for the Poor,
London : IT Publications, 1994.
[9] Rogaly, B. ―Micro-finance Evangelism, ‗destitute women' and the hard sel1ing of a new antipoverty formula‖, Development in
Practice 6 : 100 - 112, 1996.
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Paper Type	:	Research Paper
Title	:	Green Marketing: Role of Psychographic Variables on Awareness and Purchase of FRP Products
Country	:	India
Authors	:	Dr. Mrs. Mala Kuthiala, Dr. Prof. Sadhana Mahajan
	:	10.9790/487X-0523646

Abstract:The present exploratory and empirical research paper is based on the growth of interest on "Green Marketing" particularly "Green buildings" and consequently to analyse the application of the concept of green products related to psychographic factors. It attempts to analyse the impact of psychographic variables such as perception, attitude, learning, motivation and personality on the awareness and purchase of one of the green product: FRP (Fibreglass reinforced plastics) products.
Key Words:Consumer Behavior, Fibreglass Reinforced Plastics, Psychographic Variables, Green Marketing, Green Products.

[1] Dakode, Gaurav., & Yerkari, Raju. (2012). Green Marketing – The Conceptual Framework. DMIETR Journal Of Management
Outlook, 1 (Mar 2012). 414 -417.
[2] Jethani, Deepika., & Uttarwar, Kartik. (2012). Value of Green Marketing in Today‟s Era. Proc. of 1st International Conference on
Emerging Trends For Value Creation In the Era of Knowledge Economy-ELIXIR 2012, conference, Datta Meghe Institute of
Management Studies, Nagpur, in association with Northern Illinois University, Illinois, United States and Lawrence University ,
Michigan. Retrieved February 17 &18, 2012, 1371-1376.
[3] Kotlar, Philip., Kartajaya, Hermaan., and Seiawan, Iwan. (2010) . From Products to Customers to Human Spirit-Marketing 3.0
( Wiley India, New Delhi).
[4] Bhardi, Mahesh Ramesh. (2012). Problems faced by Indian organizations while implementing of Green supply chain Management
(GSCM) practice in India. Proc. of 1st International Conference on Emerging Trends For Value Creation In the Era of Knowledge
Economy-ELIXIR 2012, Datta Meghe Institute of Management Studies, Nagpur, in association with Northern Illinois University,
Illinois, United States and Lawrence University, Michigan. Retrieved February 17 &18, 2012, 1093-1102.
[5] Solaman, R. Michael, (2011). Consumer Behaviour, Buying, having and being 9th edition, (PHI Learning Private Limited, New
Delhi- 110001, p 62)
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(Pearson Education, Inc Chennai, Delhi, Chandigarh)
[7] U.S. Green Building Council (2002). Building Momentum - National Trends and Prospects for High Performance Green
Buildings. Retrieved November 27, 2007, from http://www.greenbuildingpages.com
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Township Project – A Case study .International Journal of civil engineering and technology (IJCIET),3(1), January-June 2012, pp.
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[10] Kuthiala, Mala and Mahajan, Sadhana, (2012) , Green Marketing: Role of demographic variables on awareness and purchase of
FRP products. Interntional Journal of Scientific and engineering Research, 3(11) November 2012. (approved for publication)

Paper Type	:	Research Paper
Title	:	Managerial Effectiveness and Defense Mechanism Styles: a comparison of Different Level of Managers
Country	:	India
Authors	:	Dr. Rishipal
	:	10.9790/487X-0524754

Abstract:This questionnaire based cross-sectional study was conducted on 234 managers selected randomly on availability basis to find out the relationship between the managerial effectiveness and ego defense mechanisms adopted by the managers. Subjects chosen for study were working at different levels, i.e. junior, middle and senior level of management, in various public and private sector organizations in India. Ego defense mechanism styles among managers were assessed by using the Defense Style Questionnaire (DSQ-40). For testing the managerial effectiveness, Index of Managerial Effectiveness devised by Walter W. Hudson (1993) was used. Finding reveals that there is a negative and significant correlation between the managerial effectiveness of junior level managers and the immature styles of defense mechanism adopted by them. The correlation between managerial effectiveness of junior level managers and the mature styles of defense mechanisms adopted by them is positive and significant. Correlation between managerial effectiveness of junior level managers and the neurotic styles of defense mechanisms adopted by them was not significant. There was no significant correlation between the managerial effectiveness and immature styles and neurotic style of defense mechanism adopted by the middle level managers. But the correlation between the managerial effectiveness of the middle level managers and their styles of mature defense mechanism was positively significant. The managerial effectiveness of the senior managers and their styles of mature defense mechanism were positively and significantly correlated, whereas the managerial effectiveness of the senior managers and their styles of immature defense mechanism were negatively correlated. The correlation between senior manager's managerial effectiveness and neurotic style of defense mechanism was not found significant. There was significant difference between the means of mature style of defense mechanisms used by the managerially effective and non-effective managers. The difference between the means of immature style of defense mechanism used by the managerially effective managers and non-effective managers was also significant. But the difference between the means of neurotic style of defense mechanism adopted by the managerially effective managers and the managerially non-effective managers was not significant.
Key Words:managerial effectiveness, ego defense mechanisms, mature styles, immature styles, neurotic styles, managerially effective and managerially non-effective.

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