Monarch Business School is proud to announce that the re-certification of ISO:9001, ISO:14001 and ISO:45001 is completed. The certification is valid for 3 years. This has been possible due to the tireless efforts of Dr. Volschenk who lead the ISO recertification team. The certifications focus on having quality management systems in place, maintaining and exceeding […]
Business Strategy plays a major role in most companies, particularly in developed and mature countries. Studies show that a formal strategy can contribute to organizational effectiveness and competitive advantage. In the last few years, the United Kingdom has faced a protracted and slow growth, political uncertainty and inefficiencies due to poor management. As a result, similar mature markets have seen productivity and efficiency surpass that of the UK. Between 2017 and 2019, the UK economy lost 185 billion GBP per year due to poor management and resulting ill health. The UK also fell 14% behind similar countries in the G7 on productivity (Francke, 2017). The economic environment does not favour businesses with little or no strategic direction.
The poverty crisis is global with some 689 million people classified as poor, and living on incomes of less than $1.9 a day (The Human Development Report, 2020). Uganda has seen strong economic growth rates over the past decade averaging 5.4% GPD per year, along with a decrease in poverty. Nevertheless, the gains in poverty reduction have not been fairly distributed. This has made some scholars doubt the substantial decline in poverty (Daniels & Amp; Minot, 2014). Despite Uganda’s progress in reducing poverty since 1992, there have also been significant movements both into and out of poverty, and a sizeable minority of households have been persistently poor.
Small and Medium Enterprises play an important role in developing countries by contributing to national growth. Despite these contributions, the sector has been neglected. The economic environment does not favour new business start-ups.
Participation by corporations in supporting higher education remains highly visible and controversial for academicians and practitioners. While best practices can be found, many gray areas exist in the actions and motivations for corporate citizenship behavior in relation to higher education. This paper reflects on the usefulness of the Cone (2010) corporate citizenship spectrum used in Clevenger’s (2014) organizational analysis case study, which examines corporate citizenship through the inter-organizational relationships between a public U.S. doctoral research university and six of its corporate partners.
This study aims to theoretically examine how the concept of charity addresses the issue of global income inequality and denies trickle-down economics. The evidence suggest that countries can minimize income inequality by mobilizing the concept of charity. The concept of charity can result in a huge amount of transfers from the upper 10% to the lower 10% of the income bracket.
It is a pleasure for Monarch to announce that Doctoral Graduate, Dr. Linda Moyo, from the Doctor of Applied Leadership & Coaching program has begun an internship as a Post-Doctoral fellow at the University of Montreal in Quebec, Canada.
The context of the 2020 Covid-19 pandemic and the economic and reputation crises at Virgin Atlantic Airways accounts for the need to consider multilateral stakeholder relationships in crisis management for long-term sustainability. It is argued that a better comprehension of the dynamics of stakeholder relationships at Virgin Atlantic Airways could have fashioned a more proactive response to the crises.
The application of neuroscience toward well-being in organizational life has been an emerging field of research over the last few decades and Branchi and Alleva (2006) proposes that these protocols are developing as a specific domain within the fields of management science, organizational behavior, human resource management, and related areas. According to Bandura (1991) the key focus should be understanding the application of brain-based well-being systems and offering tools for healthy behavior change within the organizational context. Lupien SJ, Maheu F, Tu M, et al. (2007) suggests that understanding how to effectively apply the findings from neuroscience may lead to positive neurophysiological and psycho-social health benefits. To enhance health and well-being in organizations, learning from neuro-science should be applied practically (Parsons, 2019) as this approach has shown to sustain health and improve well-being at work.
The present study explores the socio-economic scenario of the South Asian region before and after the outbreak of the COVID-19 pandemic.