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In this case study, the formal feedback process of the PCC was researched to determine if the process causes a potential threat state within PCC representatives, and, if so, identify aspects of the process that are potential causes of the threat state. Researched was complete via survey, and data was

In this case study, the formal feedback process of the PCC was researched to determine if the process causes a potential threat state within PCC representatives, and, if so, identify aspects of the process that are potential causes of the threat state. Researched was complete via survey, and data was analyzed using open coding and various quantitative methods. Based on the data obtained in the survey, a threat state was determined to exist due to the feedback process, and two potential causes were identified. A recommendation report was built from the data, and two recommendations were presented. The first recommendation was to adjust to process of how feedback is sent to a PCC rep, and the second was around how often that feedback is delivered. Also included in the recommendation report was discussion around limitations to the research and how those are potential options for future research.

ContributorsPollock, Samuel (Author) / Brumberger, Eva (Degree committee member) / Carradini, Stephen (Degree committee member) / D'Angelo, Barbara J. (Degree committee member)
Created2018-05-02
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The members of Generation Z are often referred to as "digital natives," having been born between 1995–2012, into a time of significant technological advancements. Members of Generation Z were between the ages of 7–24 years old in 2019. The world Generation Z knows has been impacted by the current technological

The members of Generation Z are often referred to as "digital natives," having been born between 1995–2012, into a time of significant technological advancements. Members of Generation Z were between the ages of 7–24 years old in 2019. The world Generation Z knows has been impacted by the current technological environment including the use of personal smartphones and smart devices, the rise in social media use, and the preference of texting and instant messaging over voice/phone communications. The oldest members of Generation Z are just starting to enter the workforce. While there are studies on Generation Z's personal communication preferences and habits, there is very little research how these preferences and habits will impact business communication. This study examines specifically the older members of Generation Z, between ages 18–24 years old, who are currently in the workforce. The study gives insight into how Generation Z's personal communication habits are impacting their expectations of business communication..

The study includes results of a survey of 207 participants and in-depth interviews with six Generation Z members. The survey included both quantitative multiple choice and qualitative open-ended questions on the respondents’ personal and workplace communication habits and expectations. The in-depth interviews expanded on the findings of the survey and added additional context to many of the survey's findings.

Through researching the habits and expectations of members of Generation Z who are currently in the workplace, the study uncovered many unexpected attitudes and behaviors among working Generation Z respondents. These insights include: the

respondents’ awareness of the negatives of technology usage, differences in personal preferences and professional behaviors, the self-regulation of technology usage, and the concern for boundaries between personal and work life.
ContributorsJanssen, Dawn (Author) / Carradini, Stephen (Thesis advisor) / Harris, La Verne Abe (Committee member) / Maid, Barry (Committee member) / Arizona State University (Publisher)
Created2020
Description

In the end, an increase in repurchases of company stock will also influence the rate of dividends to increase. This means, an investor should not necessarily worry about the dividends they receive, but rather to see if the company is making profit at a consistent rate and reinvesting into value-added

In the end, an increase in repurchases of company stock will also influence the rate of dividends to increase. This means, an investor should not necessarily worry about the dividends they receive, but rather to see if the company is making profit at a consistent rate and reinvesting into value-added activities. Through the major pillars of finance, technology, legal, and human resources, the budget for reinvestment can be optimized by investing into these respective categories with percentages that are mindful of the specific companies needs and functions. Any firm that chooses to ensure proven methods of growth will enact a combination of these four verticals. A larger emphasis on finance will branch out efficiency in the entire organization, as finance control everything from the toilet paper to the acquisitions the company is making. The more technology is used to reduce redundancy and inefficient or costly operations, the more capability the organization will have. IT, however, comes with its technical challenges; having a team on-hand or even outsourced, to solve the critical problems to help the business continue operation. Over-reliance into technology can be detrimental to a business as well if clear processes are not set about straight to counteract problems the business will face like IT ticketing systems or recovery and continuity support. Therefore, technology will require a larger chunk of attention as well.

The upcoming legal and HR investments a company will make will depend upon its current position and thus the restructuring will differ for every firm. Each company has its own flavour and style of work. In that regard, the required legal counsel will vary; different problems will require different solutions for risk control and management, which are often professionally advised by intelligent corporate counsel. This ability to hire efficient legal counsel would not arise in the first place if a firm were to give out dividends; the leftover profit would have gone towards the shareholders and not back into growing the equity of the business. Lastly, nothing is possible without the contribution of people, and their efforts. A quality that long-lasting, successful businesses have, is they are investing in their people and development. Paying salaries, insurances, bonuses, all requires extra capital that is needed to be set aside in order to grow human capital. Good people, better people. There are qualities for each role that need to be defined and a process for attracting talent needs to be invested in. This process can also include outsourcing to an external firm who specializes in these strategies. By retaining profits internally, the company is able to stretch its legs to have further reach upon the market they work in. Financially and statistically, dividends are likely to grow as well with the increase in equity due to the increase in security an investor feels with more cash reserve and liquidity within the company.

All in all, a company should not be pressured into giving out periodic payments in predetermined timeframes, in other words a dividend, to investors even when they are insisting. Rather, pitch and prove, a new method for reinvestment within the company that will raise the value of the company, through proven methods like the value chain model, to increase the equity in the company. By expanding the scope and capability, the company is allowing for a larger target market which will reap more benefits; none of it would be possible if it had continued to give out large percentages of capital to investors as dividends. Companies, and investors, should not be worried about dividends at all as a matter of fact; an increase in stock buyback, in other words reinvesting into the company, will increase the rate of dividends anyway, due to increased confidence and capital within the company.

ContributorsKabra, Dev (Author) / Ahern, James (Thesis director) / Kabra , J. (Committee member) / Barrett, The Honors College (Contributor) / Department of Information Systems (Contributor) / School of Politics and Global Studies (Contributor) / Department of Finance (Contributor)
Created2022-05
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ContributorsKabra, Dev (Author) / Ahern, James (Thesis director) / Kabra , J. (Committee member) / Barrett, The Honors College (Contributor) / Department of Information Systems (Contributor)
Created2022-05
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ContributorsKabra, Dev (Author) / Ahern, James (Thesis director) / Kabra , J. (Committee member) / Barrett, The Honors College (Contributor) / Department of Information Systems (Contributor)
Created2022-05
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ContributorsKabra, Dev (Author) / Ahern, James (Thesis director) / Kabra , J. (Committee member) / Barrett, The Honors College (Contributor) / Department of Information Systems (Contributor)
Created2022-05