The restructuring of large firms in Slovakia

The restructuring of large enterprises has received much attention in the transition of centrally planned economies to market economies. The need to transform these enterprises into viable firms is widely acknowledged. The extent of such restructuring and the determinants that underlie a successful transformation are less studied. Various schemes for dealing with large enterprises have been tried. The effect of such programs is hard to measure since the restructuring of enterprises (or the lack thereof) has taken place in the context of significant changes in the overall economic environment. Notwithstanding the difficulty in such measurement, a proper evaluation is crucial for designing further reform policies. This paper extends the literature on the microeconomics of transition by re-examining the stylized facts about firm restructuring in the light of new empirical evidence. The study is based on twenty-one case studies of Slovak firms and uses detailed financial information for the 1991-96 period and interviews with top management. A large part of sample represents firms that were initially classified as non-viable loss-makers. This study also throws some new queries on the effectiveness of different privatization methods in enhancing corporate governance and improving access to skills and capital. Author find that privatization to insiders through management-employee buy-outs did not hamper firm restructuring as the new owners (old managers) invested heavily in new technology, laid off substantial part of their workforce, sought foreign partnerships, and were prepared to sell controlling stakes to outsiders in return for fresh financial resources. The main objective of the privatization program should be the speedy transformation of ownership, not the selection of perfect owner.Banks&Banking Reform,Small Scale Enterprise,Microfinance,Small and Medium Size Enterprises,Financial Crisis Management&Restructuring,Banks&Banking Reform,Environmental Economics&Policies,Microfinance,Private Participation in Infrastructure,Small Scale Enterprise

Curriculum Subcommittee Minutes, January 12, 2017

Program Proposals Offering a Master of Science in Data Science Offering a Computer Science Teaching Minor Offering a Bachelor of Science in Technology Systems Offering a Minor in Equine Assisted Activities and Therapies Changing the name of the Master of Learning Technology and Instructional Design to Master of Arts in Instruction Technology and Learning Restructuring the EAPS specialization into four new specializations: Behavior Analysis, Brain and Cognition, Quantitative Psychology and Sociobehavioral Epidemiology Offering a Master’s Degree in Data Analytics Semester Course Approval Reviews Other Guidelines for submitting R401 program proposals to the Provost’s office Moving R401 submissions to Curriculo

Curriculum Subcommittee Agenda, January 12, 2017

Program Proposals Offering a Master of Science in Data Science Offering a Computer Science Teaching Minor Offering a Bachelor of Science in Technology Systems Offering a Minor in Equine Assisted Activities and Therapies Changing the name of the Master of Learning Technology and Instructional Design to Master of Arts in Instruction Technology and Learning Restructuring the EAPS specialization into four new specializations: Behavior Analysis, Brain and Cognition, Quantitative Psychology and Sociobehavioral Epidemiology Offering a Master’s Degree in Data Analytics Semester Course Approval Review

Curriculum Subcommittee Agenda, December 5, 2019

Program Proposals Discontinuing the Bachelor of Science Environmental and Natural Resources Economics degree Changing the Agricultural Economic Minor to Applied Economics Redefining Career and Technical Education (CTE) programs offered by USU at three statewide campuses Creating a new emphasis in the Technology Systems Bachelor of Science degree for Quality and Reliability Creating a Minor in Middle East Studies Offering a Master of Science in Sports Management Restructuring the School of Applied Sciences, Technology and Education Semester Course Approval Review

Strategies in transition

A new vision has emerged within the Office of Space Science and Applications (OSSA), and within the agency as a whole, for how to design missions to be responsive to the changing budget environment of the 1990s. The overall space science and applications program had to be looked at, restructuring the most expensive and complex projects to bring down costs and ensure their place in the mission queue of the future. The recent restructuring of some of OSSA's largest programs in development and the work to improve efficiency for those in operation is part of OSSA's effort to free funds for more frequent space science missions in the future. Instead of more great observatories, we are looking toward a new vision encompassing a level of great activity through small, frequent missions. The strategy developed for attaining this vision was to lower costs by reducing size and complexity through new technology, while at the same time making progress in space science. The strategy comprises two interwoven parts: the flight program strategy of each of the science disciplines and OSSA's new-technology strategy. The overall purpose of all OSSA's efforts to date has been to free resources for maximizing the space science program in a tough fiscal environment

Curriculum Subcommittee Minutes, December 5, 2019

Program Proposals Discontinuing the Bachelor of Science Environmental and Natural Resources Economics degree Changing the Agricultural Economic Minor to Applied Economics Redefining Career and Technical Education (CTE) programs offered by USU at three statewide campuses Creating a new emphasis in the Technology Systems Bachelor of Science degree for Quality and Reliability Creating a Minor in Middle East Studies Offering a Master of Science in Sports Management Restructuring the School of Applied Sciences, Technology and Education Semester Course Approval Reviews Other Rescheduling the January Curriculum Committee meetin

The New Mechanical Engineering Curriculum at the University of Michigan

This paper describes the new undergraduate program in the Department of Mechanical Engineering and Applied Mechanics at the University of Michigan, Ann Arbor. The restructuring of the program was initiated by a comprehensive review in 1992 that included surveys of alumni, students, and industrial representatives, as well as faculty assessment of current trends and future needs. The program is intended to address the changing backgrounds of incoming students, to prepare the students for new and diverse challenges in the workplace, and to provide a structure for the curriculum to evolve with changing technology. The new curriculum consists of three integrated courses in Design and Manufacturing, two Laboratory courses, and several redesigned courses in the Engineering Sciences. The redesigned program provides students with extensive hands‐on experience, a comprehensive experience in teamwork and technical communication, and the opportunity to exercise and develop their creativity.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/94791/1/j.2168-9830.2001.tb00624.x.pd

Investigation of the Correlation Between the Tech Prep Initiative and the Restructuring of Curriculum in Selected Illinois High Schools

The purpose of this study was to investigate the correlation between the Illinois Tech Prep Initiative and the restructuring of high school curriculum in Illinois. Tech Prep is a structured sequential program which emphasizes continuity in learning, integration of academics and vocational studies with technology, context-based teaching, and completion of the program with an associate degree. This study examined the scope and degree which Tech Prep has influenced school districts to create new applied courses, implement new applied methods of teaching, and institute a new focus on technology. A questionnaire was mailed to principals of randomly selected high schools in Illinois Vocational Delivery Systems which participated in an Illinois Tech Prep grant during Fiscal Year (FY) 1991. The questionnaire solicited demographic information and data regarding implemented changes and/or planned restructuring of curriculum. Evaluation of the data revealed that more than twice as many schools are participating in Tech Prep during the 1992-93 school year than did in the 1990-91 school year. Data revealed that few schools are adding new courses, but instead are modifying existing curricula to include Tech Prep concepts and strategies. Change has occurred most in vocational and mathematics curricula. Applied teaching methods seem to be the main focus for change in these areas. Furthermore, data indicated that there is less focus on applications of technology and less integration of curricula than what might be expected of high schools participating in a Tech Prep grant. This study revealed that while more schools are participating in Tech Prep each year, secondary educators in many Illinois high schools need more information and training regarding the purpose of Tech Prep. Furthermore, the study indicated that in some instances district level commitment necessary for the implementation of Tech Prep is lacking

Restructuring Strategy of State Owned Municipal Solid Waste Company at PD. Kebersihan Bandung Indonesia 2012

PD. Kebersihan is Bandung Government owned company that responsible for managing municipal solid waste in Bandung. The purposes of PD.Kebersihan as a state owned company is expected to do municipal solid waste management service and can support the local government revenue. The identification analysis has found that the problems in PD.Kebersihan are from financial, operational, and organizational activity. This identification has also shown that the company is not surviving recently, but the material support and non-material support such as guarantee and financial subsidized that given by the local government has save this company. The company’s problems can be solved by using the turnaround strategy, which mean that the restructuring would be imposed through the operational, organizational, and financial changes by using several methods such as management review, activity based costing, and TOWS matrix. The restructuring process will take one-year program. The process are consists of changes in retribution tariff and billing system, cutting ineffective employees, rescheduling in international loan debt, adding new technology, adding new sources of income, changing the subsidized income to become the public service income, creating the business process and business model mapping and creating the value proposition to enhance employees performance, motivation, and discipline. Cost of restructuring will take Rp. 43,355,200,000, - and will be projected in three scenarios such as worse scenario, most likely scenario, and optimistic scenario. The returned value is calculated based on several methods such as NPV, IRR, and MIRR. This methods are planning to have a value return in projection at sequences (Rp. 20,866,154,012 - Rp. 112,689,078,895), (24% - 91%) and (23% - 71%). The payback period will be planned at 1.6-2.7 years. The restructuring results will also be planned to raise revenue for 17% CAGR, lowering operational cost for 2% CAGR and raising employee’s prosperity for 32% in 5 years projection. The value of risk in restructuring program is calculated by comparing the sum of money that government should to pay in case of subsidized or public service payment in 5 years (2012-2016). The risk has been analyzed in case the program is not running well. The cost of risk for this program is 9.89% of the 5 years government subsidized projection. If the restructuring program applied and become success then the government of Bandung will gain benefit for reducing the public service payment for 44.3% of the 5 years government subsidized projection. Company valuation is based on the 5 years projection (2012-2016). The future value in 2016 is predicted to be Rp.438,497,803,914, and the present value in 2012 is predicted to be Rp.244,252,233,875. Company valuation is aimed for gaining more capital from public if the government decided to make this company go public.   Keyword: Municipal Solid Waste Management, Public Service, financial, operational, organizational, government, cleanliness, restructuring, retribution, subsidized, scenario, risk

Paper 5: CAEP, NCTM, and Secondary Mathematics Program Revisions

Eight assessments were developed for CAEP (formerly NCATE) and NCTM recognition of our secondary mathematics program. These assessments include internship work samples, field evaluations, and candidate portfolios addressing content knowledge, pedagogical methods, and mathematics technology. Based on data collected from these assessments, alongside ongoing evaluation of the program, several curriculum and program revisions were implemented, including: 1) development of mathematics content-specific courses in classroom management, assessment, and secondary curriculum; 2) restructuring of a senior seminar course in mathematics education; and 3) an increased content focus in probability and statistics. The adoption of new NCTM standards in the CAEP review process then provided an opportunity to significantly revise these assessments. We describe the original assessments, the results of assessment data analysis, subsequent program changes, assessment revisions now in progress, challenges encountered, and additional program enhancements envisioned