A major problem in today's parks and recreation departments is the selection of qualified leaders. The magnitude and quality of recreation programs is apparently directly related to leadership. Information pertaining to present qualifications of recreation leadership is important in selecting or utilizing future recreational leaders.

Tese de mestrado integrado. Engenharia Mecânica. Universidade do Porto. Faculdade de Engenharia. 2011

On the working environments of male in majority, female leaders tend to encounter different problems due to gender differences. In the TV program producing process of the modern communications industry, TV Director is the main leader of the whole TV program production teams. However, on the TV program producing setting with males as manipulating power at every step of production and filling with machines and hardware equipment, most of posts acted by females are administrative staff, production assistant, and assistant to TV Director. There are significant differences on the ratio of males to females for the position of TV Director. Does different leadership behavior between males and females cause the differences on the ratio of males and female leaders? After all, on the TV program producing setting with males as manipulating power, what are the leadership characteristics of female TV Director? Do the leadership behaviors of female TV Directors differ from those of male ones? What kinds of difficulties female TV Directors encounter during their leadership? The present study aims to make a survey from the perspective of females and the related disclosure of feminism. The subjects are female TV Directors of Television industries. The in-depth interview research method of the qualitative research is used for the selected female TV Directors, supervisors of female TV Directors and the related staff members to analyze their leadership behaviors and problems.The research finds that: 1. Leading traits of female TV Directors: the spirit of try, carefulness, responsible and openness. 2. Differences between the leading traits of female TV Directors and male TV Directors female TV Directors are careful and pay attention to details while male TV Directors tend to be firm and resolute, subjective, and effective to lead. 3. Leadership behavior of female TV Directors: tend to lead high degree of recognition and high initiating structure. They mainly use democratic leadership style. 4. Female TV Directors tend to lead higher initiating structure than male TV Directors. 5. Female TV Directors tend to use authoritative leadership style when facing problems or the emergency conditions. 6. There are differences of employee-oriented leadership behavior between males and females. 7. Ability is the key factor to breakthroughs gender differences. Keywords: Television, Female, TV Director, Leadership Behavior

<p>This final-year project has been performed at Strix production Efterlyst. The task has been to make a page under their homepage, with a game application that’s supposed to be interesting and also have a strong connection to the TV- program. </p><p>In the first part of the report, the reader will learn about the preparing work that was done before the work with the final game began. It is in these two test versions all the technical problems were tested, to finally be used or thrown away. </p><p>When all this was done, a lot of effort was made to make an attractive design of the game. The different design alternatives that were made were sent to Strix, so that they could choose what they liked the most. </p><p>After the technical description and the design, comes a part that explains how each frame in the game is constructed. In this part you can also read about the programming that were made to make the game work as it’s supposed to. </p><p>In the end of this report you can follow the difficulties that came up during the project, and how they have been solved.</p>

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This research uses a grounded theory approach to explore the term ‘experienced Board Member’ with research into the learning experiences which bridge the gap between an inexperienced Board Member and an experienced Board Member. The purpose of this research is to identify repeatable/reportable patterns which could be utilised and developed to improve Board Member learning. Data is derived from interviews with nine (current and past) New Zealand Board Members. A common set of attributes of an experienced Board Member emerged from the study. The linking theme of the attributes is that they support the process of reaching a quality agreement or decision. The results of this study suggest that an experienced Board Member is perceived to be a Board Member who contributes to achieving a quality agreement and decision, using attributes associated with: • Contribution to Board processes • Understanding and Knowledge (governance and business acumen) • Internal Drivers • Making Hard Decisions. Formative Board Member learning is associated with developing self confidence, understanding what content is perceived to be (or not to be) relevant, understanding the Boardroom protocols and processes, and understanding the responsibility of the role. The primary mechanism in Board Member learning is observation. Board Member learning was most often the development of tacit understanding through observing events internal to the Board. Learning events for Board Members are likely to arise as part of the dismissal/departure of the CEO or from internal Board dissension. The results also indicate that current NZ Board Members are unlikely to have had any formal preparation for the Board Member role, and learning for the role is likely to be ad-hoc and vicarious. This research suggests that the successful development of experienced Board Members will require a fundamental change in the perception and practice of Board Member development within organisations and at Board level. A Capability and Maturity Model is presented as a framework for assessing an organisation’s capability and maturity in terms of the development of its Board Members. This study builds on corporate governance theory by identifying attributes considered indicative of an experienced Board Member. This study adds to Learning Organisation and Knowledge theories by providing examples and comment on the place of Communities of Practice, and knowledge development within the development of Board Member experience.

This research uses a grounded theory approach to explore the term ‘experienced Board Member’ with research into the learning experiences which bridge the gap between an inexperienced Board Member and an experienced Board Member. The purpose of this research is to identify repeatable/reportable patterns which could be utilised and developed to improve Board Member learning. Data is derived from interviews with nine (current and past) New Zealand Board Members. A common set of attributes of an experienced Board Member emerged from the study. The linking theme of the attributes is that they support the process of reaching a quality agreement or decision. The results of this study suggest that an experienced Board Member is perceived to be a Board Member who contributes to achieving a quality agreement and decision, using attributes associated with: • Contribution to Board processes • Understanding and Knowledge (governance and business acumen) • Internal Drivers • Making Hard Decisions. Formative Board Member learning is associated with developing self confidence, understanding what content is perceived to be (or not to be) relevant, understanding the Boardroom protocols and processes, and understanding the responsibility of the role. The primary mechanism in Board Member learning is observation. Board Member learning was most often the development of tacit understanding through observing events internal to the Board. Learning events for Board Members are likely to arise as part of the dismissal/departure of the CEO or from internal Board dissension. The results also indicate that current NZ Board Members are unlikely to have had any formal preparation for the Board Member role, and learning for the role is likely to be ad-hoc and vicarious. This research suggests that the successful development of experienced Board Members will require a fundamental change in the perception and practice of Board Member development within organisations and at Board level. A Capability and Maturity Model is presented as a framework for assessing an organisation’s capability and maturity in terms of the development of its Board Members. This study builds on corporate governance theory by identifying attributes considered indicative of an experienced Board Member. This study adds to Learning Organisation and Knowledge theories by providing examples and comment on the place of Communities of Practice, and knowledge development within the development of Board Member experience.

abstract: I examine the determinants and implications of the level of director monitoring. I use the distance between directors' domiciles and firm headquarters as a proxy for the level of monitoring and the introduction of a new airline route between director domicile and firm HQ as an exogenous shock to the level of monitoring. I find a strong relation between distance and both board meeting attendance and director membership on strategic versus monitoring committees. Increased monitoring, as measured by a reduction in effective distance, by way of addition of a direct flight, is associated with a 3% reduction in firm value. A reduction in effective distance is also associated with less risk-taking, lower stock return volatility, lower accounting return volatility, lower R&D; spending, fewer acquisitions, and fewer patents. / Dissertation/Thesis / Ph.D. Business Administration 2014

This final-year project has been performed at Strix production Efterlyst. The task has been to make a page under their homepage, with a game application that’s supposed to be interesting and also have a strong connection to the TV- program. In the first part of the report, the reader will learn about the preparing work that was done before the work with the final game began. It is in these two test versions all the technical problems were tested, to finally be used or thrown away. When all this was done, a lot of effort was made to make an attractive design of the game. The different design alternatives that were made were sent to Strix, so that they could choose what they liked the most. After the technical description and the design, comes a part that explains how each frame in the game is constructed. In this part you can also read about the programming that were made to make the game work as it’s supposed to. In the end of this report you can follow the difficulties that came up during the project, and how they have been solved.

This study investigated the background and experience of municipal recreation directors in the Southwest District of the United States and compared these qualifications with standards recommended by the National Recreation and Park Association.