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Master Thesis Defense

Transcript: Master Thesis Defense Sarah Anna Bradler BA MEM 2015 28/09/2017 Differences in leadership in Austria und Taiwan (R.O.C): A cross-cultural analysis focusing on leadership and discrimination AGENDA 1 Introduction Introduction Literature review Literature review Methodology Methodology Results Results Data Interpetation and Discussion Data Interpetation and Discussion Limitations and suggestions for further research Limitations and suggestions for further research Introduction 2 was raised.. during stay abroad in Taiwan and travelling throughout South East Asia by the challenging political situation worlwide... and intense discussion with locals in Austria and Taiwan Research Motivation Research Motivation Problem Statement Problem Statement Cross-cultural team work in the global environment Cross-cultural team work in the global environment Leadership have to deal with complex tasks have to adapt to a challenging set of competencies to be effective in motivating and leading multinational teams who are able to manage these diverse stressors at a workplace, increase the physical and mental health of the employees on a daily basis and therefore will increase their work performance (Nilsson, Andersson, Ejlertsson, & Troein, 2012, p. 2). Leadership Discrimination omnipresent part of organizational life basically neither positive nor negative but very complex defined as to be a behavior of an individual, organization or a group in which some people are treated differently from others. (Cooper & Cooper, 2016) appears either in a physical or psychological way based on race, ethnicity, culture, religion,…. can lead to severe disorders like post-traumatic stress disorder (PTSD) Discrimination Research Question 1 What are the main differences in Leadership of Teams in Austria compared to Taiwan? Research Question 2 Do employees and leaders perceive discrimination as a present challenge in companies in Austria and Taiwan? Research Question 3 Which steps have to be taken in order to reduce or eliminate discrimination at a workplace in Austria and Taiwan? Research Questions Research Questions Literature review 3 Hofstede`s Cultural Concept Trompenaars Cultural Theory Hall Globe Study Criticism on Theories Culture Culture Hofstede`s Indices Hofstede`s Indices Lewins Leadership Styles Globe Study Leadership Styles Leadership and Cross- Cultural Teamwork Leadership in Taiwan (R.O.C) and Austria Leadership in Taiwan (R.O.C) and Austria Democratic/Participative Leadership Style (Morgan,2013,p.1) Leadership in Austria Leadership in Austria Leadership in Taiwan (R.O.C) Leadership in Taiwan (R.O.C) Discrimination at the workplace Discrimination at the workplace Discrimination is the unfavorable treatment of an individual or a group of individuals based on personal characteristics such as gender, race, color or ethnic or national origin, age, or because of any requirements or conditions that confront the principles of fairness at the workplace. In addition, direct and indirect discrimination as well as harassment and victimization are also included. (edited by the author) Definition Definition created upon the following definitions: United Nations` International Labor Organization (ILO) (‘Convention C111’, 2016); UNESCO (‘Discrimination’, 2017); The Human Rights Commission (Santana, 2017); (Sue et al., 2007); (Marchiondo, Ran, & Cortina, 2015); (Cheung et al., 2016, p. 122); Austrian Equal Treatment Act (GIBG) Austria Austria wealthy modern welfare state about 8 million inhabitants German recognized minorities: Slovenes, Croats, Slovaks, Hungarians, Czechs as well as Roma late 1960s: attracted young workers from Turkey and earlier Yugoslavia early 1990s: Balkan crises with 150000 Bosnian refugees since 1990`s: political rise of FPÖ - openly communicated the idea of a “natural” dominance by so called “true-born” Austrians and “open hostility towards immigrants of Islamic faith” (Publications Office of the European Union, 2016, p. 4) Public Anti-Semitism remains a taboo Age discrimination Homosexuality Disability Gender related discrimination Education and training Income gap Parental leave Discrimination in Austria Discrimination in Austria increasing awareness two separated but correlated legal regimes deal with employment discrimination (foreign workers, gender equality) Women in workforce Gender pay gap Sexual harassment Pregnancy discrimination - “fetal protection policies” Race-based employment discrimination Aborigines Language / Rural dialects Disability Discrimination based on religious belief is seldom Taiwan Taiwan Methodology 4 Research Design Research Design - Secondary Research Secondary Research Anonymous Online Survey Questions: 41 (open questions, Likert-Scale) Language: English, German, Taiwanese based on 42 companies doing business in Austria and Taiwan (list provided by chamber of commerce) Further companies included after intense research 30 respondents Quantitative Analysis Comparisons and Correlations Qualitative

Master Thesis Defense

Transcript: Master Thesis Project By: M.A.J. Bodelier "A master thesis focused on discovering balanced scorecard categories to be implemented within the elderly/home care organizational context to foster business process innovation" 12-07-2017 AGENDA AGENDA 01. 02. 03. Refresher & main research question Methodology results discussion Limitations and future research Implementation advice MeanderGroep Refresher Refresher Main research question: “Which balanced scorecard categories have to be implemented within the business process landscape of the elderly/home care organization MeanderGroep to foster business process innovation?” Trends Trends Shift to more care at home Technology & Innovation Small scale care giving environments Trends up to 2020 E-health solution Effects Business process restructuring Manage employees Higher effiency in use of resources Implement innovation and many more... Effects BPM Business Process Management BPM & Innovation Strategic management tool Balanced Scorecard (BSC) Significant part within BPM are... Enabler of Business Process Innovation Performance Measures BPM Context Elderly/home care organization context Non-profit & additional characteristics Non - Profit Purpose Ownership Control Accountability Additional characteristics Non-standard B2C situation Stakeholders Methods, Results & Discussion Methods Results & Discussion Methods Methodology 2 Data collection parts Context of MeanderGroep and the N&C cluster 3 assessments First 1. Contextual assessment 2. Six core elements 3. Maturity Model Quantitative & Qualitative data collection Second 1. Survey 2. Interview Survey Survey Discriptive nature Quantitative and Qualitative Employees of Cluster Nursing & Care within MeanderGroep response = 321 Interview Interview Explorative nature 3 Themes; 1. Current performance measures 2. Improvements on these 3. Additional performance measures Results Results Results from both data collection method First data collection method First data collection method Business Process Maturity Model (BPMM) Context + core elements = BPMM *"Business Process Maturity Model (BPMM), (OMG, 2008)" Level 5: Innovating Level 4: Predictable Level 3: Standardized Level 2: Managed Level 1: Initial Innovation management Capability management Process management Work-Unit management Inconsistentmanagement Innovative practices Optimized practices Standardized practices Repeatable practices Second data collection method Survey results Lack of Availability and inconsistency of the data Insufficient clarification on functionalities Lack of interest Investment in reliable software with more functionalities Better education about meaning and use of performance measures Raise employee engagement Interview results Employee satisfaction Customer satisfaction Formation (staff size) related performance measures Employee orientation Customer satisfaction and Customer focus Organizational flexibility (part of Internal business processes reliabilty, flexibility, and quality) Organizational readiness Semi-succesful existing performance measures 3 desired balanced scorecard categories 3 different issues to concern and proposed best practices Conclusion Conclusion Answered the main research question Found theoretical and managerial implications Created an implementation advice General Discussion Discussion Theoretical implications Too much focus on Financialy oriented performance measures 3 desired performance measurements 3 relevant balanced scorecard categories Critical view Theoretical implications Managerial implications Carefully analyze organizational context important to concern when implementing performance measures 1. Availability and consistency of the data 2. Sufficient clarification on functionalities 3. Creation of interest and commitment Managerial implications more to come after implementation advice... Limitations & future research Future research Too short time horizon between survey and implementation Suggested perfomance measures during interview Limitations Limitations Validate the found balanced scorecard categories Context specific? Future research Future research Advice Implementation advice JAN FEB MAR PDCA cycle PM-team Performance Measurement team Implementation in BPM strucuture Realizing Innovation Through PM team Securing within process management structure Acting upon results Job Demands Resources model KEEP IN MIND KEEP IN MIND 01. 02. 03. Availabilty & consistency Sufficient clarification on use Create commitment and engagement To Do To Do Pitch the implementation to cluster director Nursing & Care Determine follow up process Future research suggestions Validate implementation approach Generalize Implementation approach Significant and context related relationships within JDR-model Future research suggestions

Defense Presentation - Master Thesis

Transcript: Introduction Developments in Labor Governance Approaches to the Study of Compliance with International Labor Standards Literature Review state hybrid Theory and Hypotheses Institute for Labor Studies Fostering Voluntary Compliance: An Assessment of the Labor Laws Compliance System 2015 Theory: Performance Assessment of Labor Governance Regimes Historical Comparison Research problem and objectives Relevance and importance of the study Summary and Conclusions "Why do firms comply (or do not comply) with international labor standards?" Developments in Labor Governance Findings and Analysis Approaches to the Study of Compliance with International Labor Standards Normative Framework on Workers' Rights and Labor Standards Methodology SINGLE CASE STUDY The operation of the normative framework tightens the network of rules and reduces labor laws circumvention... However, it has not yet fully pushed enforcement of ILS to a regime that goes beyond self and voluntary regulatory strategies as typified in the Philippines... The Changing Behavior of Firms Findings and Analysis self Literature Review Limitations Anke Hassel and Nicole Helmerich Institutional Change in Transnational Labor Governance: Implementing Social Standards in Public Procurement and Export Credit Guarantees 2016 Performance Assessment of Labor Governance Regimes Research hypotheses Rationale (Relevance and Importance of the Study) How the behavior of firms changed in the points of transition to a new labor governance regime despite the existence of international labor standards... even with sophistication of compliance systems... the horrors of the Kentex tragedy still continue to haunt workers under precarious working conditions... Hypotheses Research Design Hypothesis 2 The Philippine government transitioned to a voluntary labor governance regime because of the increasing pressure from transnational standard-setting institutions. This served as a window of opportunity for the ruling administration at the time of transition to re-establish its credibility and relevance in labor governance. Further, contrary to theory (Hurd 2003, Hassel 2008), firms comply more with the traditional regime of labor regulation than the private regime. Further Research Further research should look at the use of other methods Observational methods can be used to establish a causal link on the effect or impact of labor governance regime (mandatory, voluntary or hybrid) to the behavior of firms A transition to another regime may provide the opportunity to use econometric tools such as difference-in-differences to establish the effect of transnational regime (treatment) to the behavior of firms versus the effect of voluntary regime (control/counterfactual). Researchers can also look at the aspect of corruption in analyzing why labor laws compliance systems fail to protect the rights of workers. Rapid evolution of the labor market due to technological change and the consequent increase of non-standards forms of employment (worthwhile field of further research: labor laws compliance) THANK YOU Hypothesis 1 The normative framework on workers’ rights and labor standards demands different levels of commitment from firms addressed at so many levels – global, national and firm – that tightens the web of rules and reduces the possibility of circumventing labor laws. However, this normative framework did not push state enforcement to a regime that goes beyond self and voluntary regulatory strategies. Contributions Different factors induced the transition from one labor governance regime to another. Firms comply more with the traditional regime of labor regulation than the private labor governance regime. Literature Review How do international and domestic level standards, rules and regulations affect labor governance at the level of state enforcement? Anke Hassel The Evolution of a Global Labor Governance Regime 2008 Case Selection 1. The extent the country has mainstreamed ILS to the national level 2. Prevalence of work-related accidents 3. Transition from a mandatory to a voluntary labor governance regime How international and domestic level standards, rules and regulations affect labor governance at the level of state enforcement Summative Assessment of Firms' Compliance with International Labor Standards Normative Framework on Workers' Rights and Labor Standards The Evolution of Labor Governance and the Changing Behavior of Firms Mechanisms of Enforcement and Compliance with International Labor Standards: What Do They Demand from and Offer to Firms? Summative Assessment of Firms' Compliance with International Labor Standards Miguel Luis U. Arias Why do firms comply with international labor standards? How the mechanisms induced compliance with ILS Theory and Hypotheses Case Selection and Limitations How the demands of the mechanisms correspond with the behavior of firms Unit(s) of Analysis: Labor governance regimes (VEF, LSEF and LLCS) Research Design The Evolution of Labor

Master thesis defense

Transcript: Changing the world to what it should be Lower debt ratios, because: - Threatening liquidation is bad for the image of the CEO (Hirshleifer & Thakor, 1992) - More control over the company (not bonded by debt covenants). But is this really true in reality? Mastery Agenda Thinking as an individual Where does the CEO come from? Conservatism Autonomy 97.35% Results & discussion Inequality Conservatism 2.65% Hierarchy Egalitairianism Mastery Harmony Research question Review of academic studies Results & discussion Conclusion Equality  Lower debt ratios, because: - Less agency problems - CEOs are more concerned with liquidation costs (Titman, 1984) - Threatening liquidation is bad for the image of the firm (Chui et al., 2002) - More uncertainty and therefore more risk averse (Offermann & Hellmann, 1997; Riddle, 1992) CEOs are afraid of bankruptcy and care about either their own image or the image of the firm CEOs from countries with a high mastery value use more debt in their firm Tenure and age of the CEO are not related to each other but are also of an important factor by capital structure decisions Older CEOs use more debt in their firm - Less willing to take risk - Younger people hang more onto a target debt ratio CEOs with a longer tenure use less debt in their firm. - More worried about their long-term relationship with stakeholders Through the Eyes of Schwartz: How Cultural Background Influences Capital Structure in the United States Nationality Accept the world as it is 98.44% Schwartz value types No evidence that the conservatism-autonomy dimension is related to capital structure CEOs from countries with a high mastery value use more debt in their firm. However, this result is not significant for CEOs with a foreign educational background More debt is more control over the shareholders, so more space to change the firm to what you think it should be! Thinking as a group Where does the CEO come from? Conclusion How does cultural background influence capital structure in the United States? Educational background Martijn den Blanken Master thesis defense – MSc Finance & Investments 14 March 2013 1.56% Results & discussion

Defense Master Thesis

Transcript: Master Thesis Project "A master thesis focused on discovering balanced scorecard categories to be implemented within the elderly/home care organizational context to foster business process innovation" 1. Introduction Introduction A research within MeanderGroep Trends Trends & Developments Elderly/home care organization Shift to more care at home Technology & Innovation Small sclare care giving environments Trends up to 2020 E-health solution Effects Business process restructuring Manage employees Higher effiency in use of resources Implment innovation and many more... Effects BPM Business Process management BPM & Innovation BPM Performance Measures Enabler of Business Process Innovation Strategic management tool Balanced Scorecard (BSC) Significant part within is... Specific context Elderly/home care organization context Non-profit & additional characteristics Non - Profit Different purpose Different ownership Different control Accountability Additional characteristics Non-standard B2C situation Stakeholders Research question Main research question & sub research questions “Which balanced scorecard categories have to be implemented within the business pro-cess landscape of the elderly/home care organization MeanderGroep to foster business process innovation?” 1. “What is the current business maturity level of MeanderGroep” 2. “Which performance measures are desired by MeanderGroep” 3. “Which BSC categories substantiates the desired performance measures” 4. “Which issues have to be concerned when implementing these BSC categories” 5. “How are these BSC categories implemented within current or new business pro-cesses to create innovative practices?” Business relevant sub-research questions; 2. Literature Literature General BPM Business process management Business process management contextual factors & Six core elements Goal-dimension Process-Dimension Organization-dimension Enviroment-dimension BPM contextual factors** **"Schmiedel, Vom Brocke, & Recker, 2013" Six core elements*** 1. Stretgic allignment 2. Governance 3. Methods 4. Information Technology 5. People 6. Culture ***"Schmiedel, Vom Brocke, & Recker, 2013" BPM lifecycle* **"Dumas, La Rosa, Mendling, & Reijers, 2013" BPMM Business Process Maturity Model (BPMM) Context + core elements = BPMM *"Business Process Maturity Model (BPMM), (OMG, 2008)" Level 5: Innovating Level 4: Predictable Level 3: Standardized Level 2: Managed Level 1: Initial Innovation management Capability management Process management Work-Unit management Inconsistentmanagement Innovative practices Optimized practices Standardized practices Repeatable practices BSC Process identification Process discovery Process analysis Process redesign Process implementation Process monitoring and controlling Process architecture A-is process model Insigth on weakenesses and their impact To-be process model Executable process model Conformance and performance insigths BSC combi-nation Balanced Scorecard Combination 3. Methodology Finance Results Results Upcoming Events Upcoming Events 4. Results HR New Faces New Faces Upcoming Events Upcoming Events 5. Advice for Implmentation Other... Results Results PHASE 1: PHASE 2: PHASE 3: Upcoming Events Upcoming Events 6. Discussion Other... Results Results PHASE 1: PHASE 2: PHASE 3: Upcoming Events Upcoming Events 7. Future research & Limitations Other... Results Results PHASE 1: PHASE 2: PHASE 3: Upcoming Events Upcoming Events

Master thesis defense

Transcript: How to adapt Agile philosophy to communication of work process in a large international banking company using offshore resources? Presented by : Kader Ait Ali SLimane Master thesis supervisor : Angelo Steffenel Company supervisor : Donat Watine Master thesis defense Introduction Introduction The group BNPP Organization of the support group u Support function provide cross-functional support to all the activities of the BNP Paribas group. Context of the mission I work as assistant project manager on VINCI AE where : Both project and maintenance team are located in Montreuil The business is located in Madrid The developers(IBM) are located in Romania Motivation and context of the work Mission Research method To answer the problem statement, I tried to exploit different approches to gather knowledge such as : Submit surveys to both project and development teams Meeting agile coaches Discuss with project manager who have already work in similar context Read many articles on the subject Research Methodology State of the art State of the art Offshore's Features Offshore's Features The reduction of the cost The promise of saving 30% to 50% of the cost of a project by relocating it The salary costs Other factors related to relocation The reduction of the cost Difference Cost day/man between France and offshore = 50% The price of the m² The Workstation equipment All costs related to the presence of employees on the premises of the company The Quality Offshore companies are highly certified Currently India is the first country in the world in number of certified CMM Level 5 companies Increased global level of corporate project management abroad Certification + Technical skills = Quality ++ The Quality Favorite's places for offshoring services India is the main destination thanks to its level of certification, its level of English and the support of the government Favorite's places for offshoring services Romania thanks to its French-speaking developers as well as the large IT service companies that are located there The Maghreb (mainly Morocco) thanks to its French-speaking computer scientists. However, the level of certification is not yet high enough Russia, Poland and Ukraine thanks to their large human reservoir. However, the language remains a blocking factor Offshore's Constraints An offshore project involves risks and constraints : Offshore's Constraints How to communicate easily and efficiently The distance Language & Culture How do we not lose sight of the state of development The tunnel effect amplified by the distance How to involve offshore teams in the project How to prevent conflicts between "offshore" and "on-site"? Agile Philosophy Agile Philosophy The origins 2001 is the year of the definition of "Agile Methodology" and its founding concepts The origins Over Over Over Over Time to market Change is unavoidable ! Time to market Mobility of actors Evolution of requirements Technological evolution Mixing Agile & Offshore paradigm Mixing Agile & Offshore paradigm An answer to the Offshore's constraints What is the interest of agile methodologies for the development of an offshore project? Project Management : The practices of short iterations and integration allow this transparency Response to expectation : short iterations and working functionality by functionality allow users to quickly show features that work Management and Productivity : the attention paid to developers promotes this motivation and promotes their full participation in the project. An answer to the Offshore's constraints Avoid tunnel effect Provide visibility at all levels A better integration to the offshore's team Membership and the sense of participation in the project of the remote team The transfer of functional knowledge This transfer is a guarantee of quality of the delivered code but also of increased productivity Agility decreases project risk due to remoteness Agility helps to fight the syndrome "away from the eyes away from the heart" A better integration to the offshore's team Case study Case Study Vinci AE 6.1 Release What are the goals of the new functionality "Export Layer": Secure data transfer to the reporting system Respect the safety standard Simplify the transfer of a large amount of data Users with the right jurisdiction will be able to launch a data export which will be automatically transferred Vinci AE 6.1 Release Communication with the business Physical meetings / Phone calls / emails / instant messaging Informal communication Direct communication Friendly RelationShip Trust between the two teams Work habbits Communication with the business Communication with the developers Workshops between the two teams in order to give the knowledge to the developers Callconference / Mails Only screens of the requirements were shared 2 languages were used The 2 project managers of both teams were in front Cultural aspect appeared No physical meeting More informal communication during the test phase Communication with the

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