abstract: The College Band Directors National Association (CBDNA) began holding national conferences in 1941, and the organization's six divisions have held biennial conferences on alternating years beginning in 1950. The CBDNA Statement of Purpose specifies, "CBDNA is committed to serving as a dynamic hub connecting individuals to communities, ideas and resources." The regional and national conferences are one of the strongest means to that end. This study presents a history and documentation of the events of the College Band Directors National Association Western/Northwestern Divisional Conference held in Reno, Nevada from 1990 to 2016. The events leading up to the first conference are reported. The details of the clinics and concerts are chronicled to provide a foundation for analyses of various trends and threads regarding number and types of ensembles that performed, types and content of clinics presented, trends in repertoire selection, details of featured composers and commissions, and a discussion of gender disparity across all of these facets. / Dissertation/Thesis / Doctoral Dissertation Music Education 2016

This study argues that a firm's product location choice may be a function of the firm's way of splitting the product market (i.e., divisionalization) and the concern for product cannibalization at the division and the firm levels. The focus of this study is at the division level and a division's new product location choice vis-à-vis its own products (intra-divisional new product distance), the products of a rival division of competing firms (inter-firm divisional new product distance), and the products of a sister division of the same firm (intra-firm divisional new product distance). The hypotheses were tested using data on the U.S. automobile industry between 1979 and 1999. The results show that a focal division with a high level of inter-firm divisional domain overlap with a rival division, relative to the focal division's own domain, is more likely to locate its new product (here new car model) closer to that rival's existing car models. And it was also found that divisional density affects a division's new product location choice. But this study didn't find any significant role of divisional status on new product location choice. And contrary to our expectation, the results of intra-firm divisional domain overlap and new product location choice suggest that inter-divisional product cannibalization might not be such an important concern when divisions introduce their new products, as we had originally expected. By addressing the firm's competitive engagement in the context of a division's new product location choice, this study expands the basic logic of market overlap at the firm level into the unit- or division-level, and highlights how a division's new product location choice is affected by intra-firm divisional structural relationship as well as interfirm divisional structural relationship. In so doing, this study hopes to contribute to the literature on divisionalization, new product location choice, competition at the unit-level, and product cannibalization, among others.

This study argues that a firm's product location choice may be a function of the firm's way of splitting the product market (i.e., divisionalization) and the concern for product cannibalization at the division and the firm levels. The focus of this study is at the division level and a division's new product location choice vis-à-vis its own products (intra-divisional new product distance), the products of a rival division of competing firms (inter-firm divisional new product distance), and the products of a sister division of the same firm (intra-firm divisional new product distance). The hypotheses were tested using data on the U.S. automobile industry between 1979 and 1999. The results show that a focal division with a high level of inter-firm divisional domain overlap with a rival division, relative to the focal division's own domain, is more likely to locate its new product (here new car model) closer to that rival's existing car models. And it was also found that divisional density affects a division's new product location choice. But this study didn't find any significant role of divisional status on new product location choice. And contrary to our expectation, the results of intra-firm divisional domain overlap and new product location choice suggest that inter-divisional product cannibalization might not be such an important concern when divisions introduce their new products, as we had originally expected. By addressing the firm's competitive engagement in the context of a division's new product location choice, this study expands the basic logic of market overlap at the firm level into the unit- or division-level, and highlights how a division's new product location choice is affected by intra-firm divisional structural relationship as well as interfirm divisional structural relationship. In so doing, this study hopes to contribute to the literature on divisionalization, new product location choice, competition at the unit-level, and product cannibalization, among others.

This paper examines the impact of CEO turnover from an internal capital allocation perspective. We test whether new CEOs make different divisional investment decisions than their predecessors, and if yes, how would this difference affect firm performance. We find that segment investments respond to factors, such as segment investment opportunity, segment cash flow, and other segments’ cash flows, differently after CEO turnover. Evidence also indicates that new CEOs adjust the segments’ previous over-investment /under-investment status to match industry average investment level, and they adjust the relative investment preference among divisions. These findings support the argument that different CEOs have their own set of skills and incentives, which directly affect their internal capital allocation decisions after they take over the office. We also examine the affiliation relationship between certain divisions and new CEOs, and find that new CEOs do not make capital allocation in favor their affiliated divisions. Furthermore, the analyses on firm-level internal capital allocation sensitivity do not support the literature about positive relationship between firm performance and the “Q-sensitivity”. But, our analyses do find a positive and robust relationship between changes in firm performance and changes in the “cash flow-sensitivity”. This suggests that new CEOs making internal capital allocation in favor of their “cash cow” segments are more likely to improve firm performance after CEO turnover.

The organizational structure is unquestionably a very important managerial tool for firms. Based on the purpose of the structure, it has a large influence on how the operation of the firm is performed, which can create incentives for picking the most suitable one. According to the contingency theory, there is no best option, the most suitable structure is dependent on contextual factors in each individual case. Contrary, previous studies have shown that organizational structure has significant influence on the performance and even certain types of structures.There is currently a research gap regarding if certain types of structures could lead to better financial performances. This quantitative study was conducted using a positivistic paradigm, with a deductive approach. 216 companies were analyzed and two-sample t- tests were conducted to test the data. The divisional, functional, hierarchical, horizontal, and matrix organizational structures have been used and the financial performance measures Return on Assets, Return on Equity, and Return on Invested Capital. Industry and country have been used as descriptive variables.By conducting a MANOVA test the first research question was answered, “Does the organizational structure influence the firm’s financial performance?”, the results were insignificant, the organizational structure does not influence the firm’s financial performance. This question provided an aggregated view of the influence of structures while the second question was aimed to provide a decomposed view by looking closer at the influence of the structures against each other.To answer the second research question, “Is there a certain organizational structure that has a higher influence on the firm’s financial performance?”, several two-sample t-tests were conducted. The results from the two-sample t-tests show that there is a significant difference in the Return on Assets when using a divisional structure rather than a matrix structure and that there is a significant difference on the Return on Equity when using a functional structure rather than a divisional structure and when using a hierarchical structure rather than a divisional structure. To summarize, the result of this study aligns with the contingency theory, the best structure is very much a personal choice for each organization and should not be chosen by financial interests.

Cross selling is the practice of selling additional products to an existing customer. It has the potential to boost revenues and can be beneficial for both the company and the customer. For many multi-divisional companies with product or service oriented organizational structures the attempt to realize the benefits of cross selling generates incentive problems. In this thesis, three problems spread over three business levels are identified. Firstly, management needs to (financially) motivate business units in fostering their cross selling efforts. Secondly, in order to make cross selling happen, business units need to cooperate and to exchange product-related information. Finally, in order to increase their short-term benefits business units might act opportunistically by selling products or services of other business units without paying attention to adding value for their customers. These incentive problems are theoretically examined by applying principal-agent theory and the theory of repeated games. Our findings suggest that an optimized incentive structure is required to make both the business units and the management better off. The thesis also analyses the circumstances and necessary prerequisites under which cross selling initiatives are beneficial for all involved parties. Apart from that cross selling sometimes may turn out to be non-beneficial. In addition to the elaborations above, risks and hazards of cross selling are presented in detail and applied for the extension of the underlying model. Bottom line, the work underlines that cross selling is to be realized holistically to ensure durable success. (author's abstract)

While there exists extensive research in the area of public relations roles, as well as the arena of organizational structure, little research focuses on the relationship between organizational structure and the role of the public relations practitioner in the organization. This study will provide a review of the different types of organizational structures, as well as a review of public relations practitioner roles. Organization theory literature supplies information on the characteristics of each structure, including levels of complexity and decentralization involved in each organizational type. Public relations literature includes research that aids in formulation of role classifications that may be assumed by the practitioner. There exists little research on organizational structure as it relates to public relations. The importance of this study lies in its ability to expand both organizational theory and roles research in public relations by examining organizational factors that may contribute to role performance by the communications practitioner. The lack of a linkage between organizational structure and public relations practice has resulted in limited understanding of the ways in which structure influences organizational communications practices. The results of this study indicated that relationships do exist between organizational structures and public relations roles. Additional findings reveal relationships between the tasks commonly associated with the public relations roles of expert prescriber, communication facilitator, problem-solving process facilitator, and communication technician which differ from previous research. This study resulted in a low response rate (N = 100), which must be taken into account when examining the results of the survey. The significance of this study lies in its ability to illustrate to public relations practitioners the importance of understanding the organizational structures in which they work, so they may better adapt their public relations practice to fill the communication needs of the organization.

Made available in DSpace on 2010-04-20T20:15:13Z (GMT). No. of bitstreams: 0 Previous issue date: 1996-04-08T00:00:00Z / Esta dissertação tem por objetivo apresentar uma proposta para valorizar transferências de bens e serviços, bem como de recursos financeiros entre unidades de negócio em empresas divisionalizadas. Este tema apresenta importância crescente, uma vez que mais e mais empresas aumentam o seu porte através de crescimento, quer através de integração vertical, quer através de diversificação, quer a nível nacional, quer a nível internacional. Os conceitos de ciclo de vida do produto e/ou serviço, ciclo de vida do negócio e administração de portfólios auxiliam na tarefa de determinação de preço de transferência apropriado para o contexto em análise. No capítulo 1 faz-se uma retrospectiva do conceito de preço de transferência e apresentam-se as metodologias já desenvolvidas de precificação de transferência de produtos e serviços entre unidades de negócio. Dá-se destaque ao conceito econômico e também ao contábil-financeiro. No capítulo 2 menciona-se a importância da estratégia e dos processos administrativos na determinação e implementação de políticas de preços de transferência nas empresas. Verifica-se, portanto, que o processo de determinação do preço de transferência é um processo dinâmico. Destaque é dado ao conceito de ciclo de vida do produto ou serviço. No capítulo 3 a ocorrência de fluxos monetários entre unidades de negocio é enfocada. Inicialmente enquadra-se a função financeira como um negócio no contexto da companhia, ou seja, a área financeira é visualizada como um 'banco interno'. Avalia-se, então, o custo dos recursos financeiros comprometidos nas operações em função do risco e do retorno, além de alternativas para sua utilização. O conceito de administração estratégica de portfólio é introduzido e são analisadas as situações de transferência de fundos excedentes e de fundos escassos da unidade cedente dos recursos financeiros. Uma metodologia de precificação dessa transferência é estabelecida de acordo com o enfoque de custo de oportunidade. Destaca-se, no capítulo 4, a presença crescente das multinacionais no contexto mundial e os principais fatores motivadores de manobras para preços de transferência. Ênfase é dada à intervenção governamental para regulamentar esse processo de precificação. Na mensuração e avaliação de desempenho de unidades divisionais as variáveis não financeiras também devem ser consideradas, para que comportamento disfuncional por parte dos administradores das unidades de negócio não ocorra. Dessa forma, obter-se-á a congruência entre objetivos das unidades de negócio, do seu administrador e da companhia globalmente considerada.

Made available in DSpace on 2016-02-26T14:52:42Z (GMT). No. of bitstreams: 1 CarlosMagnoMieresAmarilha.pdf: 1765395 bytes, checksum: a184f8ed463b774a93bc30ce764923ae (MD5) Previous issue date: 2006-11-30 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / This research analyses South Mato Grosso cultural constructions which were done by associates of Geographical and Historical Institute of South Mato Grosso (IHG-MS) and South Mato Grosso Academy of Letters (ASL). I ponder about the creation of Mato Grosso and South Mato Grosso identities in the period from 1918 until 1922 (Cuiabá), from 1932 until 1934 (Campo Grande) and from 1943 until 1946 (Ponta Porã). I study the relation of those intellectuals with the constituted power. I observe the narrative construction of the divisional movement which was divulgated by South Mato Grosso Union (LSM) in the third decade of XX century and the historical discourse which was published after the effectivity of South Mato Grosso State by military govern in 1977 and promulgated by Letter men with the intention of creating a South Mato Grosso identity. As well, I study the cultura construction of Mato Grosso and South Mato Grosso music and also the eponym and the gentilic of South Mato Grosso which were chose by Lettered Men / Esta pesquisa analisa as construções culturais sul-mato-grossenses realizadas pelos sócios do Instituto Histórico e Geográfico de Mato Grosso do Sul (IHG-MS) e da Academia Sul-Mato-Grossense de Letras (ASL). Faço uma ponderação sobre a criação de identidades mato-grossenses e sul-mato-grossenses nos períodos de 1918 a 1922 (Cuiabá), 1932 a 1934 (Campo Grande) e 1943 a 1946 (Ponta Porã). Estudo a relação desses intelectuais com o poder constituído. Observo a construção narrativa do movimento divisionista , divulgado pela Liga Sul-Mato-Grossense (LSM) nos anos trinta do século XX, e dos discursos históricos publicados depois da efetivação do estado de Mato Grosso do Sul, por meio do governo militar, em 1977, difundidos pelos homens de letras, com a intenção de criar uma identidade sul-mato-grossense. Igualmente estudo a construção cultural dos hinos de MT e de MS, bem como o epônimo e o gentílico de Mato Grosso do Sul, escolhidos pelos Homens de Letras

The thesis is created in order to conduct a comparative analysis of organizational structure of the company. The parameters for comparison are determined. The first one is the comparative analysis of the Amoeba Management System with a Divisional Structure. The second one is the comparative analysis of Fractal and Matrix Organizational Structure. The conslusions of these analyzes determine the key parameters for management on the basis of the suggested organizational structure for effective management.