Faculty of Business Administration and Management

Permanent URI for this communityhttp://hdl.handle.net/20.500.12280/166

Browse

Now showing 1 - 20 of 20

Budgeting and financial management in private health institutions in Uganda: a rational myth
(Uganda Martyrs University Press, 2024) Amoding, Florence Jane
As stipulated in the third Sustainable Development Goals (SDGs), which seeks to ensure healthy lives and promote well-being for all, improving the health of nationals of any given country is essential to sustainable development. Available evidence (Warufu, 2014; USAAID,2015; Luthuania, 2019), shows that financial management can promote or deter the achievement of healthy lives. Financial management emerged towards the end of the 19th Century in the United States of America (USA), but all along until 1890, it was a branch of Economics (Warufu,2014). It has evolved though the traditional phase; it is now in the modern/current stage, which is dynamic and full of innovations (Pandey, 2002 in Warufu, 2014). Since 1950s, the traditional approach to financial management changed due to changing circumstances. It shifted from episodic financing to managerial financial problems such as raising funds for organisations, to its different and effective use. Ogu (2013), defines financial management as an efficient acquisition and deployment of both short-term and long-term financial resources so as to achieve the objectives of the enterprise. According to Mobsin (2002), in Warufu (2012), financial management involves three important functions: financial planning, financial control, and coordinating. In this study financial management is defined as the effective and efficient management of financial resources. Uganda’s health system comprises public, private not for profit, and private for-profit providers as well as traditional and complementary medicine practitioners supervised by the Ministry of Health (USAID, 2015; Nabukeera, 2016), private health providers play a major role in health care delivery in Uganda, reaching a wide client base; although most Ugandans do not have access or cannot afford health services. Ugandan’s private health sector relies on its own savings, retained earnings, or informal borrowing to manage its operations (USAID, 2015). Since late 1980’s Uganda instituted numerous health sector reforms and policies aiming at improving the functioning and performance of the health sector and the health status of the population. Despite these reforms and policies, including an overall decentralisation of government and privatisation, health services and health status remain largely unchanged in Uganda (Nabukeera, 2016). Health service providers do not always have the necessary delegated authority to effectively manage budgets due to internal and external factors. Consequently, improving the capacity of national health authorities to engage more effectively with national budgetary authorities is essential to make progress on critical issues related to both the level of funds to be provided and the flexibility with which such funds can be used while concurrently ensuring accountability for the use of those funds (Luthuania, 2019). Budgeting is a key policy instrument for financial management. The budget system is adopted and put in practice by many organisations to plan ahead and control cases. Public budgets are the chief instruments by which government make key decisions that reflect national social and economic priorities. Additionally, public budgets provide an opportunity for civil society to participate in the process of developing and implementing the budget (Save the Children, 2012). A budget whether for a family entity or a government, is a document that sets out the amount and sources of revenue to be earned, and what will be spent on/ expenditure (Save the Children, 2012). Budgeting and budgetary control entail management establishing goals of an organisation and designing a process which serves as a framework within which an organisation effectively articulates overall planned activities. Most countries or organisations, including private health institutions, find it difficult to ensure allocation of resources and implementation of budgets according to plan or policy priorities (Kouris et al., 2021). As a solution to the difficulty, Salem et al. (2020) provide a guide for ensuring that resources are allocated as per the budget. Nevertheless, as emphasised by Kouris et al. (2021), the budget implementation guide notwithstanding, institutional budget managers still have a problem of allocating resources as pr the budget. In Uganda, budget financial management is emphasised in both private and public organisations (USAID, 2015).
Emotional Intelligence for Employability Skills Enhancement: The Underdeveloped Competence in University Graduates
(Uganda Martyrs University Press, 2018) Mukokoma, Maurice
Entrepreneurial alertness as a silent noise in new venture performance
(Uganda Martyrs University Press, 2024) Byarugaba, Benjamin; Tumuhimbise, Manasseh; Bwegyeme, Kobusingye Jacinta
Introduction: Entrepreneurship is a field that is first gaining attention and interest by researchers, policy makers, and practitioners. This interest brings with it entrepreneurial opportunities and challenges which require entrepreneurial alertness in new venture performance. Literature shows that “entrepreneurial alertness” is a major source of new venture performance (Yu & Stough, 2017; Alvarez & Barney, 2017; Chiang et al., 2018; Eckhardt & Shane, 2013; Parker, 2014 and Kirzner, 2009). In addition, an entrepreneur process begins with generating an idea that involves the entrepreneur identifying and evaluating available business opportunities. This process helps to create and grow a new entrepreneurial venture. It is, however, important to note that identification and evaluation of opportunities is a difficult task. This is due to the fact that the alertness of entrepreneurs is not given the priority it deserves during policy-making processes. Nevertheless, emerging and growing entrepreneurial ventures play an important role in fostering economic growth, job creation, and can influence the internationalization of businesses.
Environmental, Social, and Governance (ESG) investing: evolution, significance, challenges, and impacts
(IGI Global Scientific Publishing, 2024) Sirisha G. L.; Sukumar, Sneha; Iyer, Anusha; Nakitende, G. Marie
The world faces complex challenges, from climate change and resource depletion to social inequities and governance issues, affecting the environment, society, and the global economy. Recently, there has been significant growth in sustainable finance as more institutional investors and funds adopt environmental, social, and governance (ESG) investing. This trend is driven by a combination of factors, including a focus on long-term financial value and better alignment with ethical values. Investors today prioritize sustainability alongside profit, targeting companies that contribute to a better future. They recognize the long-term risks of social injustice, environmental degradation, and poor corporate governance. Additionally, younger generations influence investment patterns by emphasizing sustainability and social responsibility. Stakeholder and regulatory demands for business ethics also boost this momentum. This chapter provides an in-depth analysis of the evolution, significance, and impact of ESG investing on investors and organizations.
Financial Literacy: stuck in the “earn-spend cycle?”
(Uganda Martyrs University Press, 2024) Mukokoma, Nalwoga Maurice Mary
People’s financial behaviour is usually reflected in their spending conduct and many people, for instance in Uganda, are stuck in the “earn-spend cycle” (Mpara, Saina & Kaskei, 2021). In this chapter, the “earn-spend cycle” phrase describes people who spend money without due regard to a budget, have a low propensity to save, spend without any concern about wants and needs, have challenges with managing loans and have no or sketchy financial retirement plans. This chapter is intended to inspire people to move out of the “earn-spend cycle” by developing and nurturing appropriate financial management behaviour.
Financial planning for effective hospital management
(Centre for Action and Applied Research for Development (CAARD), 2016) Amoding, Jane Florence
Frauds in business organizations: a comprehensive overview
(IGI Global, 2021-03-01) Nakitende, Marie Goretti; Rafay, Abdul; Waseem, Maimoona
Fraud has been evolving and increasing with the change in the work environment, organizational structures, industrialization, and legislation. Money, greed, manipulation, job pressures, family needs, opportunity, politics, rationalization are the crucial reasons that lead people to behave fraudulently. The purpose of the chapter is to discuss a brief overview of theories of fraud. It presents causes that inspire individuals to commit fraud, methods for identifying fraud, and motives that encourage people to commit fraud. Management must try to eliminate the vulnerabilities that offer criminals the chance to commit fraud. Organizational leaders must be diligent, implement a robust anti-fraud strategy, and discourage all improper practices. Employee performance can also be strengthened through realistic anti-fraud preparation, and conformity with legal and regulatory obligations. Thus, fostering an ethical corporate culture is essential for fraud prevention.
Green finance trends: a bibliometric review using the Scopus database
(IGI Global Scientific Publishing, 2024) Bist, Shrey; Tiwari, Rajesh; Taneja, Sanjay; Nakitende, G. Marie
Green finance plays a crucial role in promoting sustainable development by funding environmentally friendly projects and supporting the transition to a low-carbon economy. This study conducted a bibliometric analysis of 2,138 articles published from 1998 to 2021 to identify key themes and trends in green finance literature. The analysis included co-authorship network analysis, citation analysis, and topic modeling. Results show a significant increase in green finance research since 2015, with major contributions from China and the United States. Future research directions identified include examining green finance's impact on sustainable development and addressing social and environmental inequalities. This study offers valuable insights for stakeholders promoting sustainable development through green finance and guides scholars interested in this research area.
Legislation for Public Procurements and Disposal of Public Assets: The Case of Uganda
(IGI Global, 2021-03-01) Wanyama, Simeon
This chapter is about corrupt practices in the public procurement cycle. Taking the example of Uganda, it identifies what takes place at each of the stages of public procurement and examines the perspectives of stakeholders regarding alleged corruption, misappropriation, and fraudulent practices during the public procurement process. It also reviews the governance systems that have been put in place to try and stem out these malpractices and ensure proper governance in the administration of public procurement. The research followed a qualitative approach aimed at getting the views of stakeholders and understanding whether what is in place is adhering to the principles of public procurement which foster good governance and value for money. The findings of the study indicate that the perception of the majority of the respondents is that corruption is pervasive in public procurement in Uganda despite good laws, regulations, and guidelines that have been put in place and that it manifests itself at all the stages of public procurement.
The Motivation Dilemma:
(Uganda Martyrs University, 2016) Mukokoma, Maurice
Motivation cannot be avoided or ignored at any level and in whatever context. Managers use motivation in the workplace to inspire people to work, both individually and in groups, to produce the best results for business in the most efficient and effective manner. It was once assumed that motivation had to be generated from the outside, but it is now understood that each individual has his / her own set of motivating forces. Realistically though it is acknowledged that motivating workers is enigmatic. This book does not provide specific answers given the complexity and multidimensional nature of motivation. Instead it provides performance guidelines and highlights controversial areas to trigger an innovative approach toward managing motivational issues. The broad challenges discussed include failure to understand and identify relevant motivational theories and variables to use; wrong motivation assumptions held by management; failure to balance motivational variables; linkage with other organisation factors; and the effect of chronic diseases on the approach to motivation, motivation strategies used by selected organisations and a tenpoint motivation tool kit. The book blends empirical data collected from twenty-four (24) randomly selected organisations and views of 396 respondents with theories. This blend acts as a basis for advancing a balanced argument on the motivational dilemma and the possible options of handling it in form of a motivational rhombus and toolkit.
New Public Management Reforms and Efficiency in Urban Water Service Delivery in Developing Countries: Blessing or Fad?
(Sage, 2012) Mukokoma, Maurice
Abstract Managing publicly owned entities using private sector principles, commonly known as New Public Management (NPM), is a widespread reform in Developing Countries. The theoretical and empirical debate on the effect of NPM on the performance of Public entities is still ongoing, yet limited research has been conducted in the water sector in developing countries. Using Data Envelopment Analysis (DEA) and Tobit regression on 300 observations, the influence of adopting NPM reform dimensions of segregation of functions, managerial autonomy, accountability for results, customer orientation, and market orientation on technical efficiency of urban public water utilities has been addressed. The results indicate a high likelihood of the NPM reform causing a change in the technical efficiency of the Decision-Making Units (DMUs) in National Water and Sewerage Corporation (NWSC) in Uganda though it was not the case for the DMUs of Dar es Salaam Water and Sewerage Corporation (DAWASCO) in Tanzania.
Organisational performance measurement models, also for poverty alleviation
(2016) Nalwoga, Mary Maurice
In this contribution, organisational performance measurement models are reviewed to determine to what extent they can also be used as an instrument for poverty alleviation. In this paper, we explore the organisational performance models. We start with a review of general performance measurement in private and public sectors and then we focus on performance measures in the water sector. It is concluded that the performance measurement models reviewed can be applied in the water and sanitation sector as well, but it is a challenge to make them pro-poor
The Part-time Learner-Adjunct Lecturer Challenge on Teaching and Learning in Hugher Education: A Case of the MBA Programme of Uganda Martyrs University
(Uganda Martyrs University Press, 2018) Ssonko, Wilson George
Service providers and sustainable service marketing in higher institutions of learning
(Uganda Martyrs University Press, 2024) Tebitendwa, Anthony; Ssebagala, Cyprian
A service is understood as any act or performance which one party offers to another that is intangible and does not result in the ownership of something (Michael, 2003). Soares (2014) defined service as separately identifiable, intangible activities that provide want satisfaction when marketed to consumers and/ or industrial users; and which are noticed to the sale of a product or another service. These definitions are referring to the nature of education services, which are purely intangible and do not result in ownership of any physical product. In this modern business environment, in order to create awareness of the available goods and services, and to create a competitive advantage, effective marketing strategies are becoming essential for most of the tangible and intangible product companies (Sharma, Kant & Syan, 2021). Since education is a service, which is intangible in nature, it requires the use of effective marketing plans rather than just promotional activities as observed in many Ugandan Higher Institutions of Learning (HIL), engaging in media advertising, special event sponsorship, public noticeboards, and public speaking, among others. The emerging question here is what are the sustainable service marketing tactics higher education institutions can employ?
Service quality and student satisfaction: a “silent noise” in University management
(Uganda Martyrs University Press, 2024) Mukokoma, Maurice Mary; Mwebesa, Robert
Student satisfaction should be top on the agenda in the operations of any University because students are key stakeholders in the success of such institutions. As pointed out by Teerovengadum et al. (2019), one of the factors influencing student’s satisfaction is service quality. In this chapter, service quality is viewed in the context of the disconfirmation paradigm where a comparison is made between service quality expectations and the actual service offered. Student satisfaction on the other hand is defined as the students’ perceptual appraisal of the services offered by the University. Commonly, students form service expectations from past encounters with the institution. These formed expectations are then compared to the experiences undergone with a particular service experience. The belief is that when students’ expectations are met, they are likely to be satisfied. This chapter presents the background to and theories that underpin service quality and student satisfaction. Also, empirical studies on the service quality gap and the effect of service quality on student satisfaction are discussed. Additionally, the methodology, study findings, discussions and study implications have been analysed.
Talent management in higher education institutions in Uganda
(Uganda Martyrs University Press, 2024) Namugumya, Josephine
In an organisation, talent management is vital and is viewed as the engine for success (Cascio & Boudreau, 2016). However, managers, especially in Higher Education Institutions (HEI), seem to pay less attention to talent management. Limited attention to talent management is a “silent noise” in regard to attraction, identification, development, maintenance, and retention of resourceful personnel. In some cases, managers seem not to understand who talented academic staff are and fail to satisfactorily handle them, yet they are the source of competitive advantage (Koja & Senyo, 2020), Competition amongst HEIs creates opportunities for academic staff and renders it hard to manage academic talent. Therefore, this chapter focuses on the attraction, identification, engagement, maintenance, development and retention of talented academic staff with an exclusive approach to talent management; where talented academic staff need to be treated differently from other categories of staff. The objective of the chapter is to discuss the causes, importance, and strategies of managing talented staff in HEIs
Tech-based enterprise control and audit for financial crimes: the case of State-Owned Global Financial Predators (SOGFP)
(IGI Global, 2021-03) Trad, Antoine; Marie Goretti Nakitende, Goretti Marie; Oke, Tayo
Due to the global financial and societal crisis, a societal or business transformation project is important. A well-designed financial services automation process is the need of the hour. This automation process depends on measurable critical success factors (CSF) which characterize the progress and evaluation of societal or organizational transformation processes. This chapter discussed in detail the concept of an applied tech-based enterprise control and audit for financial crimes (ECAFC) framework, which is significant for the detection of financial crimes. In the context of financial crimes analysis (FCA), a strategic vision is required for the integration of financial engineering related to risk and controls. This analysis is fundamental for the enterprise’s long-term business longevity and to avoid/combat state organized global financial predators (SOGFP). Moreover, the chapter also highlighted that the detection mechanisms are essential for the enterprise, in order to integrate the local and global economies in a sustainable, controlled, and iterative manner.
Technological advances and organisation management: a critical perspective
(Uganda Martyrs University Press, 2024) Nakitende, G. Marie
Information technology plays a fundamental role in organisational management. Appel (2015) shows that investing in information technologies helps organisations to achieve their strategic goals. The impact of information technology has been studied by several researchers (Bradley et al., 2016; Cliton, 2011). The key developments in technology are recognised in three different eras, namely: the agricultural era, the industrial era, and the digital era. This chapter focuses on the digital era. This era is built on an infrastructure comprised of information and communication technologies. Information technology (IT) helps people do things better and faster than in the past decades, Bradley et al. 2(016) indicate that information technology enables managers to develop their capabilities. Capability on this context, refers to management’s ability to build, integrate, and move an organisation to respond effectively to the changes, be ahead of the market, and remain competitive. In other words, given the rapid advances and increased use of technology, we need to know how advanced technologies have changed our lives, work, and the management of organisations. The researchers show that integrating new technologies into strategic processes changes business operations, processes and services (Matt et al., 2015; Hess et al., 2016). This chapter explores the evolution of information technology, its progress, direction, and implications to organisation management. Data was collected through a systematic literature review from academic journals and business reports. The chapter discusses the effects of information technology in relation to workplace, management, and organisation at large. It also highlights the challenges arising from technology development and thus provide basic strategies organisations can use to address their issues.
The silent noise in business management: people, finance, technology and customer issues
(Uganda Martyrs University Press, 2024) Mary Maurice Nalwoga Mukokoma (ed.)
The book serves as a beacon, igniting our inmate curiosity and fostering a continuous quest for knowledge that transcends generations. It sheds light on the concept of the "silent noise", those inconspicuous but persistent challenges that, if left unaddressed, have the potential to wreak havoc on an organisation, often evading detection by many. These challenges, ranging from entrepreneurial alertness to talent management, demotivation, financial stewardship, customer satisfaction, and marketing are meticulously discussed in the pages of this work. By shining a spotlight on these oft-neglected areas, the book provides invaluable insights, urging readers to confront and conquer the silent noise before it amplifies into a cacophony, threatening the very foundation of their endeavours. Entrepreneurial alertness, Talent management, Demotivation, Financial stewardship, Customer satisfaction, Marketing
The silent noise of demotivated workers
(Uganda Martyrs University Press, 2024) Mukokoma, Nalwoga Maurice Mary
Demotivated workers can be a “silent noise” with great potential to harm the productivity of motivated workers and the performance of entire organisations. Indeed, such workers can obstruct an organisation’s contribution towards the achievement of Sustainable Development Goal 8 on decent work and economic growth; and can fail an organistion from achieving its mission. Unfortunately, many organisations harbor demotivated workers yet considerable success of any organisiation depends on their potential to excel (Sabir, Znaidi, & Rejeb, 2020, Vavra et al., 2021). This potential can be nurtured, suffocated or killed. The World Economic Forum (WEF, 2021) report shows that 70% of workers worldwide are demotivated at work. This significant percentage of demotivated workers has implications in terns of employee productivity and loss of revenue. A study by Margit (2019) found that demotivated workers underperformed by 31% compared to their motivated counterparts. On revenue loss, the WEF revealed that globally, demotivated workers cost companies up to 550 billion dollars annually. Since the desire of any organisation is to have workers, whose potential can be nurtured and utilised for excellence, this chapter explores the concept of demotivation, the theoretical basis of demotivation, causes and effects of demotivation, characteristics of demotivated people, and strategies of managing demotivated people. Finally, a call is made to individuals to continually monitor their motivation levels while organisations are advised to embraced motivation strategies that cut back on numbers of demotivated workers.

Browse

Browsing Faculty of Business Administration and Management by Title