Research Topics: Conceptual Framework Examples

Conceptual Framework_Topic: The Impact Of Cash Management On The Performance Of An Organization

The Impact of Cash Management on the Performance of an Organization    Effective working cash management can affect significantly on the performance of the entire organization.  The companies that have effective cash flow management practices enable to generate income and have more opportunities in the business, since they are less dependent on financing assistance.  However, doing this practice is not easy; it needs a lot of efforts and continuous process improvement strategies and techniques.   Additionally, to become successful with the cash management practices, an organization must need a cross-functional alignment of many key employees in the firm. These individuals are in charge of overseeing the cash flow management situation as well as the objectives of the program; whether the goals are met or not.  This approach requires a holistic approach in every areas of the company; and the customers as well as the suppliers must be taken into major consideration.  Additionally, through effective cash flow management, top performing companies are being able to save up to $ 2.9 billion   that can add to their working capital compare to other typical 1000 organizations.  (http://www.thehackettgroup.com/expertise/working-capital-management.jsp) For many businesses, cash flow management is the process of monitoring, analyzing and adjusting the working capital of the business.   And, the most important part of cash flow management is to eliminate various cash shortages in the business.  Many companies do not stay long in the business because they can no longer pay their bills and other monthly expenditures anymore.  Hence, in order to minimize these problems in the business, a cash flow analysis is required to be done on a regular basis. This is actually a procedure wherein  forecasting  of the cash flow is made , so that the management has the time to take extra ordinary measures to head off  whatever cash flow problems  there will be in the business.  This is also the major reasons that many companies have been hiring accountants for them to make a financial report of the status of the company as well as to analyze what the direction of the company heads is on to.  Another step of cash flow management is for the firm to develop, so as to use effective strategies in order to maintain an efficient cash flow for the business.  And, one of the most useful and effective strategies is to shorten the cash flow conversion period of the business so that the return of investment will happen quickly.  In this connection, cash flow is the in and out movement of money of the business.  It is the cycle of cash liquidity of the business.     By having a good cash flow management, it  has a tremendous impact to the performance of the entire areas of the company such as   it affects the accounts receivable, inventory process, accounts payable and credit terms and status of the company and foremost on the company’s  revenue. (http://sbinfocanada.about.com/cs/management/g/cashflowanal.htm) Correspondingly, cash flow management is the lifeblood of any organization.   If a firm does not have enough cash on hand, it cannot pay the suppliers, employees and the stakeholder.  If this situation remains   in the business for a long time, the company will be subjected for a closure.  Another thing, without enough cash flow, even a company has tons of goods and ample of collectible invoices, it still cannot do the paying task to the employees, suppliers and other expenses.  Thus cash is very crucial to make the business going with its regular operation.   More than that, cash flow is hard to predict than profit and loss.  For small time business, it can be able to estimate when it closes a business deal and earn a profit from it.  Though, the businessman has already little control over the money which is already paid by the customer, it may go to various   payables or may pay to various monthly bills in the office.  In view thereof, in order to improve the cash flow of the business there must be cash flow forecasting process has to be made in order to know the impact of unforeseen events, market cycles, loss of major customers and actions to be taken with the competitors.  In addressing the issue of cash flow management, there must be information access, efficient banking channels as well as linkages between production and billing department.  In the same way, there should be internal systems and good treasury practices within the organization.  Likewise, there   must be combining operational and financial effort and skills that will certainly determine and compliment with the implemented strategies that provide short-term revenues for the business.  At the same time, proper collaboration with the clients will provide favorable results to the entire organization as well as to the whole workforce.  Meaning, if the business has an excellent customer relationship with their clients, it may only shows that  increase of sales will take place sooner, and it will help the business to  align better its  cash flow   with the  help of management practices and policies. 		(http://smallbusiness.dnb.com/company-activities-management/financial-performance/7310935-1.html)    References: (http://www.thehackettgroup.com/expertise/working-capital-management.jsp) (http://sbinfocanada.about.com/cs/management/g/cashflowanal.htm) (http://smallbusiness.dnb.com/company-activities-management/financial-performance/7310935-1.html)             Credit:ivythesis.typepad.com

Conceptual Framework_Topic: The Impact Of Cash Management On The Performance Of An Organization

The Impact of Cash Management on the Performance of an Organization Effective working cash management can affect significantly on the...

RESEARCH PROPOSAL TEMPLATE

M70CBS RESEARCH METHODS RESEARCH PROPOSAL   Please note that blue instructions (in italics) should be deleted and replaced by the appropriate entries. The word guides are a maximum. The proposal should include a list of references and a timeframe. The word count is 2500 – 3000.     1. Title The anticipated recession in the US and its impact on the Global Stock Market.       2. Background Include a description of the background to your topic. Explain why you have chosen the topic – give both business and personal reasons.                                                     Word Guide 400   3. Preliminary Review of the Literature Give a brief critical review of the literature that you have read in writing the proposal.  Don’t forget to give a list of sources used (a minimum of 6) – use the Harvard Referencing system. Have you a conceptual framework? If so, include. Justify the need for the research.                                                                                                         Word Guide 750   4. Research Questions and Objectives Here you should write your research questions as they emerge from the background and critical literature review. Develop these into 3-5 specific research objectives that begin with to… and use higher level verbs.                                                                                           Word Guide 450   5. Research Plan This is the most important section.   A clear description of the three phases of the Research Plan is required: Perspective Design and Data Collection Methods.   What is the access and sampling strategy (including sample numbers)?   How will the data be analysed and presented?   Comment briefly on validity and reliability.   What are the limitations of your research?                                                                         Word Guide 1000   6. Ethical Considerations What we are looking for here is a discussion of any ethical issues raised by your particular proposal and how you propose to handle them. You will need to acknowledge and follow the BES Ethical Approval Process.                                                                   Word Guide 250   7 Timetable and any special resources required Include a Gantt chart. Alert us to any particular problems you are likely to face.                 Word Guide 150 Credit:ivythesis.typepad.com

RESEARCH PROPOSAL TEMPLATE

M70CBS RESEARCH METHODS RESEARCH PROPOSAL Please note that blue instructions (in italics) should be deleted and replaced by t...

Essay Instructions on Management and Leadership Development

Essay Instructions on Management and Leadership Development

a conceptual framework on management and leadership development question;;; qualified versus un qualifed managers a manager with a ba hon...

Research Proposal Essay Instructions on the Relationship between Work Performances and Effective Job Salary Schedules

Research Proposal Essay Instructions on the Relationship between Work Performances and Effective Job Salary Schedules

I want my proposal with 3500 words and I hope to be divided into these parts: Part I. Introduction. Part II. Problem Statement. Part III...

Research Proposal on The Nexus Between Moral Leadership, Business Ethics and Faith-Based Principles in Customer Care in the Homebuilding Industry

The Nexus Between Moral Leadership, Business Ethics and Faith-Based Principles in Customer Care in the Homebuilding Industry     Research Aims: This proposed research attempts to achieve the following objectives: 1.    To determine the employee and management customer care practices in terms of moral leadership, business ethics and Faith-based Principles in Customer Care of Rusaw Homes 2.     To identify the critical factors in customer service and satisfaction in the corporate world 3.    To analyze the advantages and disadvantages of using the strategy of moral leadership, business ethics and faith-based principles in Customer Care in terms of factors such as customer satisfaction, profitability and increase in sales 4.    To evaluate the effectivity of the measures and guidelines employed by the Rusaw Homes in customer care   Research Questions:  This study attempts to answer the following questions: <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	What are the strategies employed by 	corporate home builders companies in customer care in as regards moral 	leadership, business ethics and faith-based principles?</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	In comparison, what are the strategies 	employed by Rusaw Homes in terms of the factors mentioned</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	How do the strategies employed by the Rusaw 	Homes affects customer satisfaction, profitability and sales?</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	What are the consequences of employing 	these strategies?</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	What are the advantages and Advantages of 	utilizing these strategies?</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	How effective are the strategies used by 	the Rusaw Homes in lieu with the customer satisfaction and demand, and the 	changing nature of corporate culture?</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Will this approach facilitate the 	persistence of Rusaw Homes and improve its market share? </li>   Introduction             The Homebuilding Industry thrives on the kind of customer service that they offer. It is the locus and thus, the focus of company profitability and sales because of its customer-driven nature. Therefore, the kind of approach employed by the management in customer care largely determines the potentials and opportunities for the company. In the face of current economic realities, U.S. business organizations are searching for ways to remain competitive. One front on which these efforts have been made is that of product and service quality improvement. This has been the case particularly for organizations in the growing service sector. Many of these organizations are searching for practical ways to improve customer satisfaction with both tangible and intangible products and services. However, a factor most often sidetracked is the ability of value-driven personnel in meeting and possibly exceeding these goals. Over 90% of the Fortune 500 companies have ethical codes of conduct detailing what the companies expect from employees in terms of responsibilities and behavior (Wulfson, 1998). Corporate codes of ethics establish modes of behavior for all employees from the shipping clerk to the CEO. Service delivery is an interactive and dynamic process, that from the consumer’s point of view is much more than a passive exchange of money for a particular service (Claycomb, Lengnick-Hall, and Inks, 2001). Effective participation, in turn, influences customer satisfaction and perceived service quality. Customer Satisfaction and Perceived Service Quality Participation in a relationship (e.g., the service delivery process) persists, in part, because of the consequences (i.e., the experienced rewards). The general principle is if a person’s preferences and needs are met in a relationship, then higher levels of personal satisfaction with the relationship are likely to develop (Claycomb, Lengnick-Hall, and Inks, 2001). A company communicates its rules, regulations and policies to employees in many different ways, pamphlets, brochures or statements of ethics. Employees expect top-level management to establish standards of leadership, direction and ethical behavior. The culture, values, norms and ethical philosophy of a company are generally based on the values of top management and, while unwritten, are reflected in the behavior and actions of the managers. Top management usually creates a culture unconsciously. In many instances, corporate culture plays a large, sometimes unconscious, role in the way an employee responds in a given situation. It is the unwritten idea of that’s the way it’s done here or don’t make waves. Whether unethical behavior is recognized and appropriately dealt with in an organization is somewhat a product of the “corporate culture” of that organization. When vision, standards and a strong, visible show of support from the leadership for practical ethical behavior is lacking, any corporate culture — including a legal organization — can prove to be a breeding ground for unethical behavior. Given the proper framework and show of support from the top, the corporate culture can be the venue to foster ethical behavior by an organization’s employees . While a corporation cannot solve all ethical problems, it can develop a strong framework of explicit values that is consistently applied when it conducts business. Corporations and their employees must realize that in many situations there is no easy solution, no one absolutely correct answer. To arrive at a solution, one person may use the utilitarian theory of the greatest good for the greatest number, another may use Kant’s theory against using a person as a means to an end and a third may be concerned with justice. One must try to develop well-reasoned, well-thought out answers to an ethical problem that the company’s code of ethics can support.             This paper shall outline the belief system of corporations in their customer service and compare it to the values espoused by the Rusaw Homes such as: moral leadership, business ethics and faith-based principles. The advantages and disadvantages of the approaches will be evaluated in terms of their effectivity in fostering customer satisfaction, profitability, sales and employee performance. Further, this paper shall evaluate these core principles with the assumption that the employment of these strategies does not stunt the growth of the company but facilitate its growth and long-term development.   Conceptual Framework This paper shall utilize the framework developed by Bagozzi in explaining the effects of an approach that is centered on moral leadership, business ethics and faith-based principles and the customer satisfaction, profitability and the sales of the company. Bagozzi (1992) recently developed a model of attitudes, intentions, and behavior relationships which he proposed to replace the deficient attitude models currently popular in psychology. Essentially, his model elaborates links appraisal, emotional response, and coping in a sequential process. Bagozzi (1992) suggests that the appraisal process involves the assessment of “outcome-desire units”. Gotlieb, Grewel, and Brown (1994) used the Bagozzi (1992) model to explain the sequential relationship among customers’ perceptions of quality (i.e., an appraisal), customers’ satisfaction (i.e., an emotional response), and customers’ intentions (i.e., coping) to use a service in the future. The model can also be applied to the other side of the customer-service provider relationship. The measurement of the organizational climates of well-being and service involve employee appraisals of their work situations. Thus this paper shall employ the strategy in order to measures assessments of goal support, leader support, role stress, job challenge, workgroup support, all of which are related to the employee’s ability to meet goals and have positive work experiences.   Review of Related Literature             Customer Care has been increasingly emphasized in the literature as that one factor aside from product quality where a company can successfully build its competitive advantage over the several firms competing for a particular market. The usual response has been that to employ guidelines and procedures that rests on the premise of strict adherence to sales quotas and in the process putting business ethics and customer satisfaction in the backseat. In today’s increasingly complex global business environment, a company’s code of ethics should serve as the foundation upon which employees make decisions based on honesty, integrity, confidence and trust (Wulfson, 1998). These codes provide employees with an understanding and knowledge of what their company expects from them in terms of responsibilities and behavior. Codes of ethics should reflect corporation standards and establish realistic modes of behavior that apply to everyone in the company, from the board of directors to the newest employee. In It’s Good Business, Solomon and Hanson state that a code of ethics is important because it provides “visible guidelines, stability to an organization and a point of focus for everyone in the organization” (Solomon and Hanson, 1985).                The reputation of a corporation and its actions reflect the ethical conduct that affects the potential for growth (Wulfson, 1998). All employees need to be aware of company policies regarding ethics in order to make the right decisions in difficult business situations, to know how and when to seek help when faced with ethical dilemmas, and to know where to report possible unethical conduct A corporation must be aware of its responsibility to treat employees with respect, decency and dignity, offer customers superior products and services, and treat suppliers with a commitment to fair competition.                Corporate codes of ethics are important because they offer a point of focus for everyone in the organization. They help an organization maintain overall goals and standards, provide stability and visible guidelines and remind every employee to look beyond the bottom line (Solomon and Hanso, 1985). Codes of ethics supply employees the confidence and perseverance to perform their duties in a climate of integrity and support. Companies must train, educate and communicate to their employees how an unethical decision has the potential to damage the company’s reputation and its potential profits. At first, an unethical decision may seem harmless, but it can, in the end, have far reaching repercussions. Employees must develop an understanding that making the right choice is the only option in the decision-making process. In today’s business environment, organizations must learn how to create, implement and evaluate their corporate ethics policies.                However, there is an increasing pattern of dishonesty among corporations as perceived by the customers and consumers. In a poll conducted by the New York Times/CBS News in 1995, 55% of the American public believed that “the vast majority of corporate executives were dishonest,” and 59% thought that “executive white-collar crime occurred on a regular basis” (Gini, (n.d)). A 1987 Wall Street Journal article noted that one fourth of the 671 executives surveyed by a leading research firm believed that “ethics can impede a successful career, and that over one-half of all the executives they knew bent the rules to get ahead” (Gini, (n.d)). A 1990 national survey concluded that “the standards of ethical practices and moral leadership of business leaders merit at best a C grade; and 65% of those surveyed believed that the unethical behavior of executives is the primary cause of the decline in business standards, productivity and success” (Gini, (n.d)). The mass media’s portrayal of the American business person reflects the opinion of a society that sees employers as today’s villains, callous and dishonest A study conducted by the Media Research Center between 1955 and 1986 found that prime-time television programs portrayed businessmen committing 40% of all television murders, just one percentage point less than in 1996. A decade later from 1995 to 1997, 30% of the 514 criminal characters portrayed on television was business owners or corporate executives (.” Rockland Journal-News, Jul. 19, 1997). Daily newspaper accounts of insider-trading, stock manipulation, industrial pollution, sexual harassment, discrimination, misleading advertising and mass layoffs reinforce the mass-media portrayal of a business person as interested in only making money. A study conducted by the Ethics Officer Association and the American Society of Chartered Life Underwriters & Chartered Financial Consultants included 1,324 workers, managers and executives and found that 48% admitted to taking unethical or illegal actions in the past year, 57% indicated that they feel more pressure to be unethical today than they did five years ago, and 40% said it’s gotten worse over the last year (USA Today, 1997).   Methodology This chapter shall consist of the respondents of the study, the sampling technique, the instrument to be used, the validation of the instrument, the administration of the instrument and the statistical treatment of the data that will be gathered, and how this data will be analyzed qualitatively.    Methods of Research             The primary source of data will come from a researcher-made survey questionnaire, which will be given to the respondents.  The respondents of this study will be randomly selected company personnel of the Homebuilding Industry. The researcher will use a combination of cluster and random sampling.  The general population will be consisted of 60 respondents, which will be divided into two clusters: thirty respondents will consist of customer care personnel and another thirty (30) from the managerial level.               The secondary sources of data will come from published articles from social science journals, theses and related studies on migration and its effects on urban development. For this research design, the researcher will gather data, collate published studies from different local and foreign universities and articles from business journals, distribute sampling questionnaires; arrange interviews; and make a content analysis of the collected documentary and verbal material.  Afterwards, the researcher will summarize all the information, make a conclusion based on the null hypotheses posited and provide insightful recommendations.     Conclusion The RUSAW HOMES CUSTOMER CARE program comprises all the mainstream ideas on the subject including the necessity to increase productivity. The approach to motivating the work force, however, focuses on a belief system in the program as a means of achieving personal and business success. Making all individual customer/stakeholders satisfied with their efforts and that said efforts have been noble in purpose and in accordance with GOD’S principles. Moreover, Customer Care embraces the humanistic realities of business by introducing a Faith Based-Core Value culture in the workplace, thus providing the foundation for internal and external conflict resolution. The result and intrinsic benefits include respect, praise, satisfaction, joy and fulfillment for the deserving – for work done well.     References:   “TV Is Bad for Business Study Shows.” Rockland Journal-News, Jul. 19, 1997, p.2C.   Bagozzi, R. 1992. “The Self-Regulation of Attitudes, Intentions, and Behavior.” SPQ 55:178-204.   Claycomb, Cindy, Lengnick-Hall, Cynthia and Inks, Lawrence, The Customer As A Productive Resource: A Pilot Study and Strategic Implications, Journal of Business Strategies, Vol. 18, 2001   Doing the WRONG Thing.” USA Today. Apr. 4, 1997, p. 2A.   Gini, A. “Moral Leadership and Business Ethics.” Available: http://asdg99.umd.edu/cplp/kispdocs/AGini_pl.htm   Gottlieb, J.B., Grewal, D., Brown, S.W. (1994) “Consumer Satisfaction and Perceived Quality: Complementary or Divergent Constructs ? “ Journal of Applied Psychology Vol.79, pp.875-885.   Schmit, Mark and Allscheid, Steven, Employee attitudes and customer satisfaction: making theoretical and empirical connections, Personnel Psychology, Vol. 48, 1995   Solomon, R.C. and K.R. Hanson. It’s Good Business. New York: Atheneum, 1985.   Wulfson, Myrna, Rules of the Game: Do Corporate Codes of Ethics Work?, Review of Business, Vol. 20, 1998     Credit:ivythesis.typepad.com

Research Proposal on The Nexus Between Moral Leadership, Business Ethics and Faith-Based Principles in Customer Care in the Homebuilding Industry

The Nexus Between Moral Leadership, Business Ethics and Faith-Based Principles in Customer Care in the Homebuilding Industry Resear...

Research Proposal on Managing Cultural Diversity in Crew Resource Management Program

Managing Cultural Diversity in Crew Resource Management Program   Research Aims This proposed research attempts to achieve the following objectives: 1.    To illustrate the need for a Crew Resource Training and Management Program in reducing the incidences of accidents and human error in the aviation industry 2.    To analyze the Chinese cultural background (using Cathay Pacific as a case study) in relation to their work and training in the aviation industry 3.    To evaluate the demand for a crew resource management program that shall integrate cultural factors and diversity problems in training using Cathay Pacific as a case study 4.    To recommend a training program that integrates the need for a crew resource training that responds to the cultural diversity in the aviation industry particularly that of China Research Questions In accordance with the research aims of this proposed study, the following will be asked: 1.    What are the cultural differences of Western and Chinese (Cathay Pacific) aviation workers and crew resource management practices? 2.    What are the needs of the Chinese aviation industry (Cathay Pacific) and how effective is CRM in addressing these problems? 3.    Is there a need for a culturally specific CRM training in Cathay Pacific? 4.    What kind of CRM training program is effective in the Chinese aviation industry?   Introduction According to Salas, Bowers and Edens (2001), the goal of CRM is to improve safety, to reduce human error, and to promote effective teamwork and decision making in aviation. This is because in aviation, accidents and mishaps have been attributed to human error in 60% to 80% of cases (Bowers, et. al., 2001; Freeman & Simmon, 1991). A large part of these are attributable to failures in coordination among cockpit crews (Bowers, et. al., 2001). For example, poor pilot performance and faulty crew resource management (CRM) have been cited as contributing factors in numerous accidents and incidents reported by major airlines during the period covering 1983 to 1985 (U.S. General Accounting Office, 1997). The U.S. General Accounting Office (1997) found that CRM deficiencies (e.g., lack of coordination among cockpit crews, captain’s failure to assign tasks to other members, and a lack of effective crew supervision) were a contributing cause in approximately half of accidents that occurred between 1983 and 1985 that involved one or more fatalities. In an effort to manage some of these problems with teamwork and the resulting safety issues, the aviation industry introduced the concept of CRM (Salas, Bowers, & Edens, 2001; Wiener, Kanki, & Helmreich, 1993). CRM was introduced as a way to train aircrews to use all available resources — equipment, people, and information — by communicating and coordinating as a team. CRM has been used within the aviation industry for more than 20 years and has undergone several evolutions with varying foci (Helmreich, Merritt, & Wilhelm, 1999; Maurino, 1999). Thus, CRM training is now a global psychological intervention. Johnston (1993) reported that the accident rate in some emerging nations is nearly eight times that in industrialized nations. As a result, CRM has made its way into other cultures. In fact, a body of research is available to CRM training developers that can aid in the development of CRM programs for airlines in other nations. According to Helmreich and his colleagues (Helmreich & Merritt, 1998; Helmreich, Wilhelm et al., 2001), cultural differences often impede the implementation of off-the-shelf CRM programs developed in the United States. Helmreich and Wilhelm (1998) identified four types of culture that influence CRM: national culture of the pilot, professional culture of the pilot, organizational culture, and the organization’s safety culture. The professional culture of pilots reflects certain attitudes toward stress, fatigue, and vulnerabilities to stressors that may have an impact on the effectiveness of CRM (Helmreich & Wilhelm, 1998). In addition, Merritt and Helmreich (1996) found a relationship between organizational climate and CRM attitudes. Their study revealed that pilots who endorse organizational climates that the majority view as negative demonstrated less positive CRM attitudes, whereas a positive organizational climate correlated positively to CRM attitudes. The organizational culture also determines the safety culture. Furthermore, it has been shown that national culture plays a powerful role in determining the effectiveness of CRM training programs (Maurino, 1994). Specifically, attitudes that define the core concepts of CRM differ dramatically across national borders (e.g., individualism/collectivism, power distance, uncertainty avoidance, and division of roles between sexes; Hofstede, 1988). As such, initial attempts to apply CRM globally were often unsuccessful because of a failure to recognize the power of national culture (Helmreich, Wilhelm, Klinect, & Merritt, 2001). Finally, anecdotal evidence and reactions to CRM training generally suggest that cross-cultural CRM training can prevent accidents (Kayten, 1993) and that CRM is being applied in domains outside aviation (Flin, 1995). This body of evidence suggests that successful CRM training depends on many factors outside the program itself, such as cultural sensitivity on training, expectations of trainees depending on their cultural background and values, management support for training, a climate that supports learning, and trainee expectations about and previous experiences with training. As such CRM training cannot be isolated from other factors that influence its success.   Significance of the Study This proposed study seeks to motivate both scientists and practitioners to continue working on understanding human performance in complex environments and providing training and other interventions as solutions. It seeks to present a useful resource book for many professionals and researchers interested in human error and team functioning.   Conceptual Framework The utilization of Kirkpatrick’s typology in this proposed study and corresponding revisions serves several important functions within the training evaluation process. First, it has served to organize the type of information that should be collected in the assessment of training. Second, it has served to argue for the added benefit and/or importance of collecting more than one level of evaluation information. Although both points perform important functions, the second has been more difficult to put into practice than has the first. The most popular framework for guiding training evaluations is Kirkpatrick’s (1976) typology. Kirkpatrick argued for a multilevel approach to training evaluation consisting of four levels of evaluation: reactions, learning, behavior (i.e., extent of performance change), and results (i.e., degree of impact on organizational effectiveness or mission success). Within recent years, this typology has been expanded by several researchers (Kraiger, Ford, & Salas, 1993; Salas & Cannon-Bowers, 2001). Goldsmith and Kraiger (1997) have built upon this work by describing a method for the structural assessment of an individual learner’s knowledge and skill, a method that has been successfully used in aviation research efforts (Kraiger, Salas, & Cannon-Bowers, 1995; Stout, Salas, & Kraiger, 1997).   Methodology This proposed study will use the descriptive approach- utilization of interview, observation and questionnaires in the study. The purpose is to describe the situation as observed by the researcher. The study will determine whether cross-cultural CRM techniques can resolve problems in the aviation industry. Particularly, the integration of personal values, traditions, skills and cultural background of the crew needs to be taken into consideration in devising a crew resource training program.             The primary source of data will come from the research-conducted questionnaire distributed to CRM trainers and strategists, and aviation crews who have undergone CRM training. Secondary data will consist of interviews, published articles from journals, theses and related studies on CRM, trainings and cross-cultural implications of training.             For this research design, the researcher will gather data, collate published studies from different local and foreign universities and articles from social science journals, distribute sampling questionnaires; arrange interviews; and make a content analysis of the collected documentary and verbal material.  Afterwards, the researcher will summarize all the information, make a conclusion based on the null hypotheses posited and provide insightful recommendations on the management of Crew Resource training in the aviation industry.   References   Bowers, C., Burker, S., Salas, E. and Wilson, K. (2001) Team training in the Skies: Does Crew Resource Management (CRM) training work? Human Factors, Vol. 43.   Flin, R. (1995). Crew resource management for teams in the offshore oil industry. Journal of European industrial Training, 19(9), 23-27.   Freeman, C., & Simmon. D.A. (1991). Taxonomy of crew resource management: Information processing domain. In R. S. Jensen (Ed.), Proceedings of the 6th Annual International Symposium on Aviation Psychology (pp. 391-397). Columbus: Ohio State University.   Goldsmith, T., & Kraiger, K. (1997). Structural knowledge assessment and training evaluation. In J. Ford, S. Kozlowski, K. Kraiger, E. Salas, & M. Teachout (Eds.), Improving training effectiveness in work organizations (pp. 19-46). Mahwah, NJ: Erlbaum.   Helmreich, R. L., Merritt, A. C., & Wilhelm, J. A. (1999). The evolution of crew resource management training in commercial aviation. International Journal of Aviation Psychology, 9, 19-32.   Helmreich, R. L., Wilhelm, J. A., Klinect, J. R., & Merritt, A. C. (2001). Culture, error and crew resource management. In B. Salas, C. A. Bowers, & E. Edens (Eds.), improving teamwork in organizations: Applications of resource management training (pp. 305-331). Mahwah, NI: Erlbaum.   Helmreich, R., & Wilhelm, J. (1998). CRM and culture: National, professional, organizational, safety. In Proceedings of the 9th International Symposium on Aviation Psychology (pp. 635-640). Columbus: Ohio State University.   Hofstede, G. (1988). McGregor in southeast Asia. In D. Sinha & H. Kao, Sr. (Eds.), Social values and development: Asian perspectives (pp. 304-314). Thousand Oaks, CA: Sage.   Johnston, N. (1993). CRM: Cross-cultural perspectives. In E. L. Wiener, B. G. Kanki, & R. L. Helmreich (Eds.), Cockpit resource management (pp. 367-398). San Diego: Academic.   Kayten, P. J. (1993). The accident investigator’s perspective. In E. L. Wiener, B. G. Kanki, & R. L. Helmreich (Eds.), Cockpit resource management (pp. 283-314). San Diego, CA: Academic.   Kraiger, K., Ford, J. K., & Salas, E. (1993). Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation. Journal of Applied Psychology. 78, 311-328.   Kraiger, K., Salas, E., & Cannon-Bowers, J.A. (1995). Measuring knowledge organization as a method for assessing learning during training. Human Performance, 37, 804-816.   Maurino, D. E. (1994). Cross-cultural perspectives in human factors training: Lessons from the ICAO Human Factors Program. International Journal of Aviation Psychology, 4, 173-181.   Maurino, D. E. (1999). Safety prejudices, training practices, and CRM: A mid-point perspective. International Journal of Aviation Psychology, 9, 413-427.   Merritt, A. C., & Helmreich, R. L. (1996, April). CRM: I hate it, what is it? Error, stress, arid culture. Paper presented at the Orient Airlines Association Air Safety Seminar, Jakarta, Indonesia.   Salas, E. Bowers, C. and Edens, E. (2001) (Editors). 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Research Proposal on Managing Cultural Diversity in Crew Resource Management Program

Managing Cultural Diversity in Crew Resource Management Program Research Aims This proposed research attempts to achieve the following...