General Manager, The Aristokrat Group. MSc '15, International Oil and Gas Management, University of Dundee. Supervisors: Evangelia Fragouli Address: Dundee, United Kingdom
This research paper is an exploration of the implications of “the shale revolution” and climate c... more This research paper is an exploration of the implications of “the shale revolution” and climate change to geopolitics. The goal of this paper is to examine the validity of the predicted shift from the Eurasia, Persian Gulf and Russia to the Western Hemisphere as the hub of global hydrocarbon production on Geopolitics. It will begin with an overview of Geopolitics and its schools of thought, focusing on Brzezinski’s Grand Chessboard and the concept of Critical Geopolitics. The World Energy situation, the issue of climate change and the “Shale Revolution” will be introduced. Its long and short term validity will be and its relationship to the main areas of Brzezinski’s Chessboard will be discussed. The paper will conclude with the implications of this “Shale Revolution” and climate change on global geopolitics.
National Oil Companies (NOCs), tasked with the management of their states hydrocarbon interests a... more National Oil Companies (NOCs), tasked with the management of their states hydrocarbon interests are major proven reserve holders and due to decades of experience in the development of petroleum projects, and concerns over supply security are becoming more and more important producers internationally. However, due to the non-commercial objectives associated into NOCs, there are profound implications for the dominance of NOCs as opposed to IOCs in the international energy markets. This paper deals with the evolution of NOCs, the implications of the increased role of NOCs in international markets and the future role of NOCs resulting from this evolution.
As with most Oil and Gas projects, the exploration for unconventional resources is mostly done th... more As with most Oil and Gas projects, the exploration for unconventional resources is mostly done through Joint Venture agreements. Central to Joint Ventures are the terms of the Joint Operating Agreement which governs these projects. Recent global interest in the exploration of unconventional resources has brought into focus the need to adequately examine the documentation and issues arising in the negotiation of JOAs associated with unconventional resources. This paper examines why unconventional projects need anything different from conventional resource JOAs. It will also discuss issues arising from these differences.
Despite the inconclusiveness of research findings, there is little doubt that management practice... more Despite the inconclusiveness of research findings, there is little doubt that management practices are linked to the productivity and performance of a company (or sector, as the case may be) (Siebers, Aickelin, 2008). Rasul and Roger (2014) allude to the fact that management practices matter in a bureaucracy. They noted that despite management practices being related to autonomy and performance incentives being positively correlated to each other, they have opposing correlations with the size of public service delivery.
Since the 1980s, both developed and developing countries began to introduce public sector management reforms. The public sector has been under increasing pressure to adopt private sector orientations. (Haque, 2001) This, in inference, shows that there are inherent peculiarities involved the management practices of both sectors in developing countries which, according to Lynge (2013), Nigeria is classified into.
This paper will seek to compare and contrast management practices of the public and private sector, specifically in the Federal Republic of Nigeria. This comparison will be based along the lines of these management practices: Operations Management (OM), Human Resource Management (HRM), performance monitoring, incentive/people management and financial control. This paper will also seek to show a brief analysis on the cause of these differences, show examples while highlighting the major forces that come into play.
The paper is divided into 3 sections. Section 1 will provide a brief introduction of both sectors, Section 2 will show a comparison/analysis, while the last section is a brief conclusion based on the issues discussed in the preceding sections.
Keywords: Management Practice(s), Public Sector, Private Sector, Nigeria.
The advent and aftermath of the global financial crisis has placed in sharp focus the effectivene... more The advent and aftermath of the global financial crisis has placed in sharp focus the effectiveness of leadership decision making. Decisions made by leaders which have profound effects on the operation and stability of the organisation which they lead need to not only be efficient, but effective. The business environment, which has become more distinctly fluid, dynamic, global and complicated, new factors and issues have been identified to become more significant in a leaders decision making process. The increased rate of change in technology, regulations and increased stakeholder awareness, both internally and externally requires the modern day leader to challenge the traditional theories of leadership decision making. As evidenced by the far reaching effects of the global financial crisis, the success or failure of a course of action could be determined by factors totally outside the realm of control of a leader. As such, it is imperative that a leader correctly identifies all new factors that affect the quality of his decision making. The behavioural theory of leadership also posits that leaders must develop new competencies in order to properly address these issues. In this increasingly competitive environment where information and knowledge continue to expand exponentially, a cognizance of these factors and issues arising from them may assist leaders improve the effectiveness of decision making. This paper attempts to define the current perception of effective leadership and identify the new factors and issues which have taken on increased importance due to globalization and the financial crisis to a leader’s decision making. It also critically evaluates the issues brought about by these factors.
Leaders of global companies nowadays are required to make decisions about gray areas not typicall... more Leaders of global companies nowadays are required to make decisions about gray areas not typically covered by laws and regulations. These “gray areas” brought about by globalization mostly involve ethics, standards of what is considered right or wrong. While leaders must make decisions and devise strategies that would make their organizations more competitive in the worldwide economy, these ethical dilemmas present a novel problem which the modern day leader is required to tackle. An increased sensitivity to ethical issues among individuals and organizations in the more economically advanced nations has seen the pressure on leadership decision making to become more ethical and social responsibility inclined. These decisions however, are not made in a vacuum. They are guided by factors, parameters, which these leaders must work within to achieve their objectives. Sometimes, this leads to a conjecture where a leader must work within these parameters and at the same time meet global and local societal expectations. This paper attempts to discuss the evolution of these dilemmas brought about by globalization, critically assess some unique ethical dilemmas brought about by the proliferation of cross border trade in the business environment and review the frameworks in which leaders have to make decisions in order to tackle these dilemmas.
In recent years, globalization and the increased rate of social and technological change has brou... more In recent years, globalization and the increased rate of social and technological change has brought about various changes to the way companies handle their businesses. Despite the many opportunities that globalization offers to companies, it also poses new sources of risk and uncertainty that these traditional risk management techniques are ill equipped to handle. The subtle increase in importance of various stakeholders such as the community, regulators, suppliers, NGOs, civil society groups and even employees posits that social risk is increasingly becoming an area of concern for most global corporations. As the effects of corporation’s business processes and dealings are beginning to be felt worldwide much more than ever before, there is more focus on responsibility, accountability and sustainability which they have to adhere to. Managing these risks require new and innovative courses of action. The aim of this paper is to explore the emergence of social risk and the factors that have made it impossible to ignore, its fundamental principles and the opportunities inherent in it. It will also discuss based on current literature how the use of corporate social responsibility policies might be an effective tool in mitigating social risk.
Keywords: Social Risk, Corporate Social Responsibility (CSR), Strategy, Globalization, Change.
This research paper is an exploration of the implications of “the shale revolution” and climate c... more This research paper is an exploration of the implications of “the shale revolution” and climate change to geopolitics. The goal of this paper is to examine the validity of the predicted shift from the Eurasia, Persian Gulf and Russia to the Western Hemisphere as the hub of global hydrocarbon production on Geopolitics. It will begin with an overview of Geopolitics and its schools of thought, focusing on Brzezinski’s Grand Chessboard and the concept of Critical Geopolitics. The World Energy situation, the issue of climate change and the “Shale Revolution” will be introduced. Its long and short term validity will be and its relationship to the main areas of Brzezinski’s Chessboard will be discussed. The paper will conclude with the implications of this “Shale Revolution” and climate change on global geopolitics.
National Oil Companies (NOCs), tasked with the management of their states hydrocarbon interests a... more National Oil Companies (NOCs), tasked with the management of their states hydrocarbon interests are major proven reserve holders and due to decades of experience in the development of petroleum projects, and concerns over supply security are becoming more and more important producers internationally. However, due to the non-commercial objectives associated into NOCs, there are profound implications for the dominance of NOCs as opposed to IOCs in the international energy markets. This paper deals with the evolution of NOCs, the implications of the increased role of NOCs in international markets and the future role of NOCs resulting from this evolution.
As with most Oil and Gas projects, the exploration for unconventional resources is mostly done th... more As with most Oil and Gas projects, the exploration for unconventional resources is mostly done through Joint Venture agreements. Central to Joint Ventures are the terms of the Joint Operating Agreement which governs these projects. Recent global interest in the exploration of unconventional resources has brought into focus the need to adequately examine the documentation and issues arising in the negotiation of JOAs associated with unconventional resources. This paper examines why unconventional projects need anything different from conventional resource JOAs. It will also discuss issues arising from these differences.
Despite the inconclusiveness of research findings, there is little doubt that management practice... more Despite the inconclusiveness of research findings, there is little doubt that management practices are linked to the productivity and performance of a company (or sector, as the case may be) (Siebers, Aickelin, 2008). Rasul and Roger (2014) allude to the fact that management practices matter in a bureaucracy. They noted that despite management practices being related to autonomy and performance incentives being positively correlated to each other, they have opposing correlations with the size of public service delivery.
Since the 1980s, both developed and developing countries began to introduce public sector management reforms. The public sector has been under increasing pressure to adopt private sector orientations. (Haque, 2001) This, in inference, shows that there are inherent peculiarities involved the management practices of both sectors in developing countries which, according to Lynge (2013), Nigeria is classified into.
This paper will seek to compare and contrast management practices of the public and private sector, specifically in the Federal Republic of Nigeria. This comparison will be based along the lines of these management practices: Operations Management (OM), Human Resource Management (HRM), performance monitoring, incentive/people management and financial control. This paper will also seek to show a brief analysis on the cause of these differences, show examples while highlighting the major forces that come into play.
The paper is divided into 3 sections. Section 1 will provide a brief introduction of both sectors, Section 2 will show a comparison/analysis, while the last section is a brief conclusion based on the issues discussed in the preceding sections.
Keywords: Management Practice(s), Public Sector, Private Sector, Nigeria.
The advent and aftermath of the global financial crisis has placed in sharp focus the effectivene... more The advent and aftermath of the global financial crisis has placed in sharp focus the effectiveness of leadership decision making. Decisions made by leaders which have profound effects on the operation and stability of the organisation which they lead need to not only be efficient, but effective. The business environment, which has become more distinctly fluid, dynamic, global and complicated, new factors and issues have been identified to become more significant in a leaders decision making process. The increased rate of change in technology, regulations and increased stakeholder awareness, both internally and externally requires the modern day leader to challenge the traditional theories of leadership decision making. As evidenced by the far reaching effects of the global financial crisis, the success or failure of a course of action could be determined by factors totally outside the realm of control of a leader. As such, it is imperative that a leader correctly identifies all new factors that affect the quality of his decision making. The behavioural theory of leadership also posits that leaders must develop new competencies in order to properly address these issues. In this increasingly competitive environment where information and knowledge continue to expand exponentially, a cognizance of these factors and issues arising from them may assist leaders improve the effectiveness of decision making. This paper attempts to define the current perception of effective leadership and identify the new factors and issues which have taken on increased importance due to globalization and the financial crisis to a leader’s decision making. It also critically evaluates the issues brought about by these factors.
Leaders of global companies nowadays are required to make decisions about gray areas not typicall... more Leaders of global companies nowadays are required to make decisions about gray areas not typically covered by laws and regulations. These “gray areas” brought about by globalization mostly involve ethics, standards of what is considered right or wrong. While leaders must make decisions and devise strategies that would make their organizations more competitive in the worldwide economy, these ethical dilemmas present a novel problem which the modern day leader is required to tackle. An increased sensitivity to ethical issues among individuals and organizations in the more economically advanced nations has seen the pressure on leadership decision making to become more ethical and social responsibility inclined. These decisions however, are not made in a vacuum. They are guided by factors, parameters, which these leaders must work within to achieve their objectives. Sometimes, this leads to a conjecture where a leader must work within these parameters and at the same time meet global and local societal expectations. This paper attempts to discuss the evolution of these dilemmas brought about by globalization, critically assess some unique ethical dilemmas brought about by the proliferation of cross border trade in the business environment and review the frameworks in which leaders have to make decisions in order to tackle these dilemmas.
In recent years, globalization and the increased rate of social and technological change has brou... more In recent years, globalization and the increased rate of social and technological change has brought about various changes to the way companies handle their businesses. Despite the many opportunities that globalization offers to companies, it also poses new sources of risk and uncertainty that these traditional risk management techniques are ill equipped to handle. The subtle increase in importance of various stakeholders such as the community, regulators, suppliers, NGOs, civil society groups and even employees posits that social risk is increasingly becoming an area of concern for most global corporations. As the effects of corporation’s business processes and dealings are beginning to be felt worldwide much more than ever before, there is more focus on responsibility, accountability and sustainability which they have to adhere to. Managing these risks require new and innovative courses of action. The aim of this paper is to explore the emergence of social risk and the factors that have made it impossible to ignore, its fundamental principles and the opportunities inherent in it. It will also discuss based on current literature how the use of corporate social responsibility policies might be an effective tool in mitigating social risk.
Keywords: Social Risk, Corporate Social Responsibility (CSR), Strategy, Globalization, Change.
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Papers by Babafemi Smith
Since the 1980s, both developed and developing countries began to introduce public sector management reforms. The public sector has been under increasing pressure to adopt private sector orientations. (Haque, 2001) This, in inference, shows that there are inherent peculiarities involved the management practices of both sectors in developing countries which, according to Lynge (2013), Nigeria is classified into.
This paper will seek to compare and contrast management practices of the public and private sector, specifically in the Federal Republic of Nigeria. This comparison will be based along the lines of these management practices: Operations Management (OM), Human Resource Management (HRM), performance monitoring, incentive/people management and financial control. This paper will also seek to show a brief analysis on the cause of these differences, show examples while highlighting the major forces that come into play.
The paper is divided into 3 sections. Section 1 will provide a brief introduction of both sectors, Section 2 will show a comparison/analysis, while the last section is a brief conclusion based on the issues discussed in the preceding sections.
Keywords: Management Practice(s), Public Sector, Private Sector, Nigeria.
Keywords: leadership, decision-making, globalization, financial crisis, factors, issues.
Keywords: ethical dilemmas, globalization, leader, leadership decisions, parameters.
Keywords: Social Risk, Corporate Social Responsibility (CSR), Strategy, Globalization, Change.
Since the 1980s, both developed and developing countries began to introduce public sector management reforms. The public sector has been under increasing pressure to adopt private sector orientations. (Haque, 2001) This, in inference, shows that there are inherent peculiarities involved the management practices of both sectors in developing countries which, according to Lynge (2013), Nigeria is classified into.
This paper will seek to compare and contrast management practices of the public and private sector, specifically in the Federal Republic of Nigeria. This comparison will be based along the lines of these management practices: Operations Management (OM), Human Resource Management (HRM), performance monitoring, incentive/people management and financial control. This paper will also seek to show a brief analysis on the cause of these differences, show examples while highlighting the major forces that come into play.
The paper is divided into 3 sections. Section 1 will provide a brief introduction of both sectors, Section 2 will show a comparison/analysis, while the last section is a brief conclusion based on the issues discussed in the preceding sections.
Keywords: Management Practice(s), Public Sector, Private Sector, Nigeria.
Keywords: leadership, decision-making, globalization, financial crisis, factors, issues.
Keywords: ethical dilemmas, globalization, leader, leadership decisions, parameters.
Keywords: Social Risk, Corporate Social Responsibility (CSR), Strategy, Globalization, Change.