This thesis is engaged in composition and resulting analysis of financial and management statements of the company enterprised in a traffic sector. It evaluates their need of composition and their predicable ability.

Made available in DSpace on 2017-07-10T18:20:32Z (GMT). No. of bitstreams: 1 Ane Barbara Voidelo.pdf: 1119713 bytes, checksum: ad69cffc23482d42aa30eec8566eda87 (MD5) Previous issue date: 2014-09-18 / The municipality of Toledo, in Paraná, developed, from 2010 to 2012, the People s Budget proposal to provide participation for the same reasons originally presented in the Participatory Budgeting (PB) from Caxias do Sul. The survey was conducted through bibliographic research, with documentary analysis and participant observation in the People s Budget meetings, and it is centered on two main axis of analysis; the first permeates the relationship of the People s Budget and the interests of the Progressive Party and their associates; the second shows the spread of the PB in Brazil and its relation to the development project supported by international organizations, such as the World Bank and the Inter-American Development Bank (IDB). The study demonstrated that the manager of Toledo possessed interest in implementing this form of participatory budgeting, giving it the name of People s Budget and making changes in its institutional design to target electoral interests. The IDB also approved a funding project for Toledo, tying a set of propositions in city management in which the central figure is the efficient manager, who should strive to promote social participation of users through channels and instances of citizen participation, proposing the supervision of assets rather than a determination about them. The People s Budget turned out to be a proposal used as a demonstration of transparency and democratic image of the manager, within and outside the municipality, which in its operationalization responded to electoral interests and was compatible with the neoliberal model of democracy. / O município de Toledo no Paraná desenvolveu, do ano de 2010 até 2012, o Orçamento do Povo com a proposta de proporcionar a participação, pelos mesmos motivos apresentados originalmente pelo Orçamento Participativo de Caixas do Sul. A pesquisa foi realizada de forma bibliográfica, com análise documental e observação participante das assembleias do Orçamento do Povo e está centrada em dois eixos de análise: o primeiro perpassa a relação do Orçamento do Povo e os interesses do partido progressista e seus coligados; o segundo apresenta a disseminação dos OPs no Brasil e a relação destes com o projeto de desenvolvimento apoiado pelas organizações internacionais, como no caso do Banco Mundial e do Banco Interamericano de Desenvolvimento (BID). O trabalho demonstrou que o gestor de Toledo possuiu interesse em implantar essa forma de orçamento participativo, dando-lhe o nome de Orçamento do Povo e realizando mudanças no desenho institucional, visando interesses eleitorais. O BID aprovou, ainda, um projeto de financiamento para Toledo que amarra um conjunto de proposições na gestão da cidade, em que a centralidade está na figura do gestor eficiente que deve empenhar-se em fomentar a participação social dos usuários, por meio de canais e instâncias de participação cidadã, propondo a fiscalização de recursos e não a deliberação sobre os mesmos. O Orçamento do Povo revelou-se uma proposta utilizada como demonstração de transparência e imagem democrática do gestor, dentro do município e fora dele, que na sua operacionalização respondeu aos interesses eleitorais e foi compatível com o modelo neoliberal de democracia.

The purpose of this diploma thesis is to understand financing of drug development from an enterprise risk management perspective as well as to critically assess the efficiency of the ISO framework and risk management techniques used for determining whether to fund drug development or not. The diploma thesis is divided into theoretical and practical part. The first part starts with perception and assessment of uncertainty and risk in the past. It describes how risk-averse individuals attempted to deal with uncertainty and different risk. This is followed by the evolution of traditional risk management into the fast developing enterprise risk management. The text further analyses commonly used risk management standards COSO ERM and ISO 31000:2009. However, the main focus is on the critical assessment of analytical tools which are frequently used for evaluating and assessing risks, especially financial ones, during drug development. The theoretical part is finished by a drug development process, whose phases are briefly described. The practical part was written in co-operation with AstraZeneca, a top-notch pharmaceutical company. The overview of its business is preceded by an explanation of current issues in the pharmaceutical industry. Furthermore, the risk analysis is conducted with respect to the ISO framework. Subsequently, selected risk assessment techniques are applied on the simplified financial model of two different drugs, which was created based on AstraZeneca's real data. These risk assessment tools are used in different phases of drug development so it could be seen clearly how the results are changing during a project. The outcomes of this risk analysis are compared with original plans used by AstraZeneca which were used for deciding whether to fund drug development or not.

Most households from rural areas did not have access to basic municipal services prior to the advent of democracy in 1994. The most affected were those from the former homelands and deep rural areas from the former South Africa. Hence, since 1994, the South African government has inherited huge infrastructure backlogs which affect effective delivery of basic municipal services, particularly Free Basic Services (FBS), to alleviate the plight of the rural and poor communities. Municipalities have to be self-sustainable for effective service delivery, even though their revenue base is such that they cannot generate enough income to maintain, extend and sustain basic services. Yet, they are mandated by the Constitution of the Republic of South Africa, 1996 to deliver services to all communities within their areas of jurisdiction, irrespective of whether the beneficiaries of the services contribute to their revenue. For this reason, the national government has committed in the Constitution to allocate funding to municipalities through the equitable share allocations to subsidise the costs of providing FBS to indigent households. However, the impact of the FBS programme on indigent households in the Polokwane Local Municipality has not been significant, given the effective management of the programme. Hence, this study was conducted at the Polokwane Local Municipality to establish the effectiveness of the management of the funding allocated for the provision of FBS. The primary aim of the study was to determine the extent to which the Polokwane Local Municipality effectively manages the provision of FBS and the related funding to establish deficiencies in the system, with a view to improve the effectiveness of FBS delivery to indigent households. The data comprised responses to a questionnaire, semi-structured interviews, documents and studies conducted at the Polokwane Local Municipality. The study highlighted that the Polokwane Local Municipality has developed an indigent policy for the implementation of the FBS programme; however, it is only applied in urban or established areas, thus only covering Polokwane city, Seshego and Westernburg out of a possible 265 settlements. Proper planning is also only done around these three areas, while estimations are made for rural areas or villages in terms of targeted households and budgets. Furthermore, National Treasury provided more than three times the funding budgeted by the municipality to fund the FBS programme. This suggests that the rest of the funds allocated for FBS delivery were used for municipal operations rather than for benefitting indigent households. Therefore, it can be concluded that the Polokwane Local Municipality does not manage the funding allocated for FBS effectively, given the limitations in the registration of indigent households as well as the planning, budgeting and implementation of the FBS programme. Finally, the study could not establish whether the municipality is making any impact on the lives of the indigent households as the municipality has not assessed the impact of the FBS programme on the indigent households since the inception of the programme in 2000. The study will enable the development of proposals and recommendations which can assist in improving the effectiveness of the Polokwane Local Municipality’s management of funding allocated for the provision of FBS. / Public Administration and Management / M. Admin. (Public Administration)

This study investigates what three large, multinational hospitality companies do in practice when evaluating and making IT investment decisions. This study was launched in an attempt to 1) learn more about how multinational hospitality companies evaluate, prioritize, and select IT investments in the context of hotel GDS; 2) call attention to an important and costly topic in hopes of improving current practices; and 3) fill a noticeable literary void so that future researchers on IT and hotel GDS would have a foundation and starting point. The perennial question of any business is "How does an organization add value?" Value can be defined from many different perspectives and may result from tangible and intangible factors. Principal stakeholders include shareholders (investors), customers, and employees. Shareholders typically measure value in terms of economic return on their investment based upon some level of perceived risk. For customers, value is assessed in terms of a price-value relationship; that is, how much they received in terms of product and services for the price they paid. For employees, value is measured by salary and by the intrinsic rewards of the job. Yet, one of the most elusive questions with respect to information technology is "How can value be measured?" Hospitality executives are being pressured daily to invest more in information technology (IT) - especially in the area of hotel global distribution systems (GDS), which have become the cornerstone of a hotel firm's IT infrastructure and portfolio. There are a number of sweeping changes on the horizon impacting hotel GDSs and requiring the development of a well-crafted strategy for global distribution systems. These broad changes include bypass theories to remove airline GDSs and travel agents, the introduction of new and emerging player, and innovative approaches to pricing and promotion. Many of these developments offer promise to hoteliers, but they also threaten their control over their customer relationships and their inventory and add to the complexity and cost of distribution. Selecting the appropriate distribution channels is paramount to success and important if hotel firms are to grow top-line revenue and control overhead; yet the number of choices facing hotel executives is overwhelming. They are also at a loss for measuring value derived from IT. One of the greatest issues plaguing the advancement of technology in the hospitality industry is the difficulty in calculating return on investment. Until recently, most technology investment decisions have been considered using a support or utility mentality that stems from a manufacturing paradigm. Under such thinking, business cases could be built around an application or technology's ability to reduce costs or create labor savings. However, management's attitudes towards technology have been shifting in recent years. The more technologically savvy hospitality companies are looking to IT to build strategic and competitive advantages. These types of investments yield results over time, and seldom in the short-run. This is problematic among owners and investors who demand more immediate results. Moreover, it is difficult to quantify and calculate the tangible benefits of technology when it is used for strategic purposes. Today's financial models are inadequate for estimating the financial benefits for most of the technology projects under consideration today. While the hospitality industry has disciplined models and sufficient history to determine the financial gains or success of opening a new property in a given city, it lacks the same rigorous models and historical data for technology, especially since each technology project is unique. Although this problem is not specific to the hospitality industry, it is particularly problematic since the industry tends to be technologically conservative and unwilling to adopt new technology applications based on the promises of its long-term merits if it cannot quantify the results and calculate a defined payback period. When uncertainty surrounds the investment, when the timing of the cash flows is unpredictable, and when the investment is perceived as risky, owners and investors will most likely channel their investment capital to projects with more certain returns and minimal risk. Thus, under this thinking, technology will always take a back seat to other organizational priorities and initiatives. Efforts must be made to change this thinking and to develop financial models that can accurately predict and capture the financial benefits derived from technology. Given the present predicament and difficulties surrounding the current tools, techniques, and measures, executives are faced with an important choice. They can 1) continue to use the present methods despite their shortcomings, 2) dispense with ROI, cost-benefit, and discounted cash flow analyses altogether for IT projects, or 3) develop new methods, tools, and measures that can accommodate the complexities of IT and quantify the intangibles. This study is a call to action in favor of the latter because the measures determine not only which projects will be accepted but also how their success will be evaluated. Having a rigid evaluation process forces executives to identify a project's potential contribution and align the project's objectives with the firm's strategic goals and objectives. Using the co-alignment principle as its theoretical underpinning, this study employs a multiple-case design to investigate the resource allocation processes used with respect to information technology and global distribution systems. It looks at how three leading, multinational hospitality firms address IT project/investment evaluation and decision-making, the measures they use, and the frustrations they encounter. These frustrations include problems that arise from a hotel firm's fragmented ownership as well as from hotel executives' inability to measure the results of IT through definitive cause-and-effect relationships. The results of the study provide affirmation of the co-alignment principle and document linkages and co-alignment between strategy and IT. Clearly, decisions involving IT and hotel GDSs require multivariate measures, multidimensional perspectives, and multidisciplinary involvement. However, research from the marketing discipline is noticeably absent in this area. This study concludes that because IT plays an important enabling role for marketing initiatives and is redefining the supply chain of a hotel firm, marketing researchers can no longer stand on the sidelines. This study also identifies three important constructs, or classes of variables (context, process, and project), the variables comprising each, and their influences on the evaluation and decision-making processes. These findings add to the understanding of IT evaluation, measurement, and decision-making in the context of hotel GDS. This study clarifies the intangible aspects in hopes that useful measures can be developed in subsequent research to quantify and evaluate these costs and benefits. Finally, this study provides a series of prescriptions or recommendations gleaned from the three companies that were the focus of this study in hopes that they will lead to the development of best practices in the hospitality industry. / Ph. D.

Im Zuge erster Reformbemühungen der UNESCO wurden 1977 die Mittelfristigen Strategien ('C/4-Dokumente') als sechsjährige Planungsinstrumente eingeführt. Durch ihren längerfristigen konzeptionellen Rahmen sollten sie größere Kontinuität und Kohärenz zwischen den bisher bestehenden zweijährigen Programmen und Haushaltsplänen herstellen. Die vorliegende Arbeit stellt die Entwicklung der Funktion der Mittelfristigen Strategien im Lichte ihrer historischen Entwicklung und im Zusammenspiel mit Reformtrends im System der Vereinten Nationen dar; deren Hauptfunktion ist demnach eine bessere Planung der Aktivitäten der UNESCO unter einer möglichst effizienten Mittelverwendung. Der Vorbereitungsprozess dient als Katalysator für eine umfassende Diskussion über die grundlegende Ausrichtung und über die Schwerpunkte der Aktivitäten der UNESCO. Ferner dient sie als Instrument der Legitimation und der Rechenschaft – da sie vorab darlegt, was die UNESCO in einem Zeitraum erreichen wird.:Abkürzungsverzeichnis II I. Einleitung 1 II. Entstehungsgeschichte und normative Wirkung der Mittelfristigen Strategie 3 1. Expertenausschuss zur Begutachtung der Finanzen der VN 3 2. Aktivitäten der UNESCO zur Einführung Mittelfristiger Planungsinstrumente – der erste Mittelfristige Plan (1977-1982) 4 3. Völkerrechtlicher Rahmen und normative Wirkung der Mittelfristigen Strategien der UNESCO 6 4. Zwischenergebnis 8 III. Die Genese der Mittelfristigen Strategien 9 1. Der zweite Mittelfristige Plan (1984-1989) – Einführung umfassender Konsultationen 9 2. Der dritte Mittelfristige Plan (1990-1995) – Positions- und Strategiepapier der UNESCO 10 3. Die erste Mittelfristige Strategie (1996-2001) – grundlegende Neuausrichtung 11 4. Zwischenergebnis 12 IV. Die Mittelfristigen Strategien im beginnenden 21. Jahrhundert 13 1. Die Mittelfristige Strategie (2002-2007) als Ausdruck der neuen Reform 14 2. Die Mittelfristige Strategie (2008-2013) 15 3. Zwischenergebnis 15 V. Die Funktion der Mittelfristigen Strategie der UNESCO im Fazit 16 Dokumentenverzeichnis I Literaturverzeichnis III

Background: In Sweden, there are around 19 000 existing sport associations active in the non-profit sector, and nearly a third of the country’s population are included as members. As well as for the non-profit sector as a whole, effective financial management plays a rather important role in sport associations as a tool to reach their goals and missions, which are their biggest priority. These associations differ from commercial enterprises regarding the financial aspects of the organization, and earlier studies are missing regarding the studying of smaller sport associations’ financial management in general, and budget management in particular. Purpose: This study is determined to generate a greater understanding and knowledge regarding how non-profit sport associations use and perceive budget management. With this information it is possible to see how these associations produce and streamline sustainable budget management in aspiration of goals and sustainable economy. Method: Throughout this study, four different non-profit sport associations are investigated to determine how they perceive budget management. This was done using a qualitative research method with an abductive approach where the data was collected through six different interviews and a few complementing documents. Conclusion: How non-profit sport associations use and perceive budget management can be talked about in three ways: a tool for success, a tool that needs to be used choicely and a tool that needs development. Through those themes, several findings were met that further developed the knowledge about budget management in sport associations. Although the purpose of budgeting is somewhat similar to the usage in commercial enterprises, sport associations’ budgeting differ in ways which could be seen as typical only for these types of organizations. Important findings include: the communication process, democratic aspects, how internal balancing occurs and how sponsorships are used, and more. Findings regarding emerging financial awareness and the importance of budgeting are also notable. / Bakgrund: I Sverige finns cirka 19 000 befintliga idrottsföreningar aktiva inomden ideella sektorn och nästan en tredjedel av landets befolkning ingår sommedlemmar. Liksom för den ideella sektorn som helhet spelar effektivekonomistyrning en viktig roll i idrottsföreningar som ett verktyg för att nå sinamål och uppdrag. Dessa föreningar skiljer sig från kommersiella bolag när detgäller de ekonomiska aspekterna av organisationen och tidigare studier saknasbeträffande studier av mindre idrottsföreningars ekonomistyrning i allmänhetoch budgetstyrning i synnerhet. Syfte: Denna studie syftar på att generera större förståelse och kunskap om hurideella idrottsföreningar ser på budgetstyrning. Med denna information är detmöjligt att se hur dessa föreningar producerar och effektiviserar hållbarbudgetförvaltning i strävan efter mål och hållbar ekonomi. Metod: Under denna studie undersöks fyra olika ideella idrottsföreningar för attfastställa hur de ser på budgetstyrning. Detta gjordes med en kvalitativforskningsmetod med ett abduktivt ansats där data samlades in genom sex olikaintervjuer och några kompletterande dokument.  Slutsats: Hur ideella idrottsföreningar använder och ser på budgetstyrning kandiskuteras på tre olika sätt: ett verktyg för framgång, ett verktyg som behöveranvändas varsamt och ett verktyg som behöver utvecklas. Genom temana möttesflera fynd som vidareutvecklade kunskapen om budgetstyrning iidrottsföreningar. Även om syftet med budgetering liknar användningen ikommersiella företag, skiljer sig idrottsföreningarnas budgetering på sätt somkan ses som typiska endast för dessa typer av organisationer. Viktiga resultat ärbland annat: kommunikationsprocessen, demokratiska aspekter, hur internbalansering sker och hur sponsring används med mera. Resultaten omframväxande ekonomisk medvetenhet och vikten av budgetering är ocksåanmärkningsvärda.

Seventeen years after the passing and enactment of the South African Schools Act (SASA), Act 84 of 1996 which regulates the establishment of democratically elected school governing bodies (SGB) and which contains directives on how to organise and manage school funds, SGBs are still struggling to understand their roles and responsibilities. This study is aimed at investigating the perceptions of school governing body members as regards to their financial management roles in selected no-fee schools in the Maraba Circuit of the Limpopo Province, South Africa. The study used a qualitative research design within the interpretive paradigm. In addition, decentralisation theory served as the theoretical framework for the study. A sample comprising 22 participants from six selected no-fee schools was purposefully selected to act as the research participants. Semi-structured interviews and document analyses of official documents were conducted in order to collect the requisite data. The research participants included school principals, SGB chairpersons, treasurers and finance officers. The data collected was qualitatively analysed through coding and categorisation. The study revealed that the perceptions, experience and understanding of their financial management roles of SGB members often differ. In addition the study discloses that many of the participants lacked competency. In other words they lacked the proper knowledge and skills required to manage their school funds effectively. It would appear that their lack of the proper knowledge and skills was related primarily to their literacy levels and lack of training. The study concluded with the recommendations that SGB members be empowered through continuous and effective training to enable them to understand and fulfill their financial management roles. / Educational Leadership and Management / M. Ed. (Education Management)

Seventeen years after the passing and enactment of the South African Schools Act (SASA), Act 84 of 1996 which regulates the establishment of democratically elected school governing bodies (SGB) and which contains directives on how to organise and manage school funds, SGBs are still struggling to understand their roles and responsibilities. This study is aimed at investigating the perceptions of school governing body members as regards to their financial management roles in selected no-fee schools in the Maraba Circuit of the Limpopo Province, South Africa. The study used a qualitative research design within the interpretive paradigm. In addition, decentralisation theory served as the theoretical framework for the study. A sample comprising 22 participants from six selected no-fee schools was purposefully selected to act as the research participants. Semi-structured interviews and document analyses of official documents were conducted in order to collect the requisite data. The research participants included school principals, SGB chairpersons, treasurers and finance officers. The data collected was qualitatively analysed through coding and categorisation. The study revealed that the perceptions, experience and understanding of their financial management roles of SGB members often differ. In addition the study discloses that many of the participants lacked competency. In other words they lacked the proper knowledge and skills required to manage their school funds effectively. It would appear that their lack of the proper knowledge and skills was related primarily to their literacy levels and lack of training. The study concluded with the recommendations that SGB members be empowered through continuous and effective training to enable them to understand and fulfill their financial management roles. / Educational Leadership and Management / M. Ed. (Education Management)

The focus of strategy research has long revolved around strategy formulation rather thanstrategy implementation, despite the evidence indicating that intended strategies are rarelyachieved. Project portfolio management, PPM, assumes a crucial role in enabling strategyimplementation and can be regarded as a representation of the organization's actual pursuedstrategy. Existing research on PPM has predominantly centered around portfolios in the contextof new product development, NPD, and research and development, R&D. However, there hasbeen relatively less exploration of PPM within internal development departments, warrantingfurther investigation. To contribute to the understanding on strategy implementation throughPPM and its conditional factors, this qualitative case study expands the existing research bystudying the PPM process within an internal development department. The study wasconducted at the Business Improvement department, which oversees improvement projects forthe service branch of EnergyComp, a company specializing in the development of complexenergy solutions. Using an abductive research approach, a literature review was conducted inparallel with data collection and analysis. The empirical data was mainly collected throughsemi-structured interviews at the company, but also through meetings and companydocumentation. The results of the study show that PPM actions connected to projects, portfolio and resourceallocation are undertaken to effectively implement the organization's strategy within theinternal development department. Common to all areas is the importance of accurate andavailable information that effects the decisions connected to strategy implementation. On aproject level, Insufficient information poses challenges in accurately assessing project success,resulting in measurements that fail to cover all strategic objectives. In the context of theportfolio, the absence of project information and uncertainties can lead to a misalignmentbetween the actual prioritization criteria employed in the selection process and the strategicobjectives of the organization. Additionally, it may contribute to a less detailed and formalstrategic plan. Furthermore, the cost associated with adjusting the portfolio is directly linked tothe effort and expenses involved in obtaining project information. Regarding resources,insufficient information on supply and demand creates challenges in considering projectdependencies and synergies during the evaluation of project groups. Moreover, limitedtransparency across functional boundaries within the organization leads to a system wheredecision rules cannot be established at the portfolio level. Instead, it encourages bottom-uppriority decisions. Furthermore, a biased assessment by stakeholders in the functionaldepartments may result in an inadequate screening process, leading to an increased workloadin the portfolio structuring process. Finally, the large variation in project types, coupled withdiverse impact targets spanning individual and multiple functions, makes it difficult to createrelevant project categories for budgeting and portfolio structuring.