Mawdudur RahmanSuffolk University · Sawyer Business School
Mawdudur Rahman
PhD
About
61
Publications
15,024
Reads
How we measure 'reads'
A 'read' is counted each time someone views a publication summary (such as the title, abstract, and list of authors), clicks on a figure, or views or downloads the full-text. Learn more
203
Citations
Citations since 2017
Introduction
Additional affiliations
September 1981 - July 2016
Position
- Professor Emeritus
Description
- President, Knowledge Globalization Institute, Boston, Founder and past editor-in-chief, Journal of Knowledge Globalization
Publications
Publications (61)
An empirical investigation into management use of accounting information and the influence of selected job-related traits and organizational correlates
There are two aspects to this research. The first is an investigation into management use of accounting information for subordinate evaluation and operating controls. The other is the study of the i...
Within an organization, the AIS involves people as both providers and users of information. The providers of information include two groups of technical people: the data processing people, and the financial and managerial accounting people. The internal users of AIS include those in supervisory managerial positions in various functional and service...
This paper explores some aspects of present-day organizational changes affecting our lives and show how to manage these changes. The focus mainly is on organizational changes in cultural contexts. Organizations operate in an environment of constant change. Changes in social, economic, physical and political environments interacting with each other...
The Handbook is A-Z of online learning.It is about designing, developing, and teaching in online programs. It is a distillation of author's 20 years of experience doing research, proving leadership, consulting with unversities, and teaching in online.
The handbook includes details of steps needed to design, deliver, and teach online programs. It covers A-Z of Online learning with data from relevant research and publications. It is distillation of author's 20 years of research, leadership and teaching in Online.
The present paper reviews seventy three articles published in sixteen issues of the Journal of Knowledge Globalization (JKG), a multidisciplinary journal in order to determine the contemporary knowledge pursuits of global scholars. The articles published in JKG have followed 10 tracks developed ex-post-from 316 keywords. The tracks are: corporate s...
A Note on
The Future Higher Education
A global Perspective, Crises in America and Dilemmas for India
American Higher Education (AHE) is at a critical juncture. There is an increasing trend of closure or merger of smaller institutions being overburdened with debt servicing and increasing operating costs. The present cost and revenue troubles in AHE are due to mismanagement of costs and applications of traditional accounting systems. Issues discusse...
This paper explores the recent phenomenon of Massive Open Online Courses (MOOCS) and its effect of higher education today. It delivers a background of the history of MOOCs and its key players like providers, and universities delivering MOOCs in higher education today. This paper discovers the potential for small universities to develop MOOCs in its...
Blended learning is an emerging culture in higher education. Innovation fuels the engine of this culture and supports globalization. Blended learning transforms the brick and mortar classroom to meet the needs and aspirations of the new generation of learners and educators. Blended learning approaches depend on the ingredients, processes, and desir...
Purpose
The purpose of this paper is to contribute to the theory and applications in social business and accountability.
Design/methodology/approach
The paper develops the theoretical arguments, shows the importance of non‐accounting measures, explores available non‐accounting measures and suggests BSC as an externally validated reporting tool.
F...
Knowledge globalization is an eclectic process of knowledge sharing. Knowledge and globalization as concepts are not new and their association has been in existence since the beginning of human societies. Knowledge and globalization are interconnected. In this paper, we have explored this interconnectedness from utilitarian and post modernists’ vie...
The major objectives of regulating the banks are to reduce the risk of failure and to achieve some desired social goals. Regulations are designed to prevent commercial banks from becoming too risky and to maintain public confidence in the country's financial system. The economic argument for such regulation is that banking, by its very nature, is p...
Interests in the influence of IT innovations in organization structure and management practices have assumed global significance. Due to globalization of products and services there is a need and desire to learn about the relationships between managerial behavior and technology implementations around the world. This paper examines the influence of...
This paper addresses the strategy alignment of online programs. In response to learner demand and research indicating the effectiveness and flexibility of online education, recent years have seen a proliferation of these offerings at academic institutions. Not all of these programs will survive the competition. We propose that, in order to succeed,...
Professors teaching accounting to non-accounting majors often find it difficult to maintain students’ attention, encourage class participation, and achieve effective learning outcomes. Based on theories of self-efficacy, we worked on improving students’ self-perceptions of skills and attitudes to help them improve their performance. In this paper w...
Effective utilization of IT innovations requires changes in organization structure and management practices. Lately, globalization imperatives and competition imperatives have been added to technological imperatives to study changes in organization and are together labeled as drivers of change. This paper examines the influence of these drivers of...
In this paper we provide evidence of successful online learning experience with UAE students at Zayed University in the UAE. First we describe the processes and technologies used in delivering the online course "Virtual Business Challenges". Based on survey results we discuss students’ evaluations and experience and the technologies used. Overall,...
This paper presents the methodology, results and effectiveness in the development of Mobile telephone- based (Short Message Service-based) distance learning. The proposed novel real time interactive distance learning approach is about the application of information technology to education, was setup, delivered and evaluated using a real-life enviro...
This paper addresses faculty recruitment for online programs. Related issues are faculty perceptions, program processes, and administrative supports. At traditional academic institutions, it is a challenge for program administrators to recruit admirable faculty members to teach in the online programs. The complaints and concerns expressed by the de...
Introduction
Knowledge is the source of economic, social, and political energy
as well as divine enlightenment. An individual or a nation succeeds
only by gaining and using beneficial knowledge. Gaining useful
knowledge and using it for a proper cause for the pleasure of Allah is
emphasized in Islam. The Qur’an mentions repeatedly the importance
of...
The study reports from a survey, in Saudi Arabia, of the use of applications software by knowledge workers. Results indicate that user productivity is positively related to satisfaction and negatively to alienation. Knowledge workers in Saudi Arabia generally use low-end applications software. Expert Systems and 4 GL's are rarely used in a micro-en...
An organizational performance evaluation is one part of a larger
management control process involving complex relationships between variables
at the social, the organizational, and the individual levels. The
philosophy, criteria, and methods used in performance evaluation vary
greatly between different social and organizational cultures. In this pa...
Antibody persistence was measured in 39 children in an open community 12-13 years after immunization against measles with further attenuated live vaccine, Biken CAM. Serum samples of the children taken every two or three years after vaccination had higher, lower, or the same HI antibody titers as those in samples taken 6 weeks after vaccination. Th...
Management control involves individuals and their behaviour within organisations. Controls seek to influence individual behaviour in order to achieve organisational objectives. Control aims at producing goal-congruent behaviour. Management control ensures that organisational behaviour of the individuals effectively contributes towards the realisati...
In this present part of the book, Part II, we are concerned with operational control systems. These systems are devoted to the job of ensuring that specific organisational tasks are carried out effectively and efficiently. In this chapter we shall be examining the overall characteristics of such systems. We shall then move, in later chapters, to a...
The process of operational control is highly dependent upon formal MIS. Efficient and effective information processing is essential since controls are typically numerous, data is voluminous, monitoring is constant and response is frequently real-time. Consequently operational control information systems are often computer-based. However, they may l...
There is a great deal of confusion of terminology on the subject of strategy. It does not matter too much if one person uses the word policy where another uses strategy and yet another uses the term procedure, as long as each knows what the other means. But this knowledge is often absent, so it seems sensible at the start of this part of the book t...
The null strategy method was advocated in Chapter 12 for analysing the adequacy of the firm’s current plans, postures and markets. Some methods of strategy selection were discussed in Chapter 13. But in neither chapter did we attempt to deal with the problem of forecasting. The future was taken, in those chapters, as a given. While that was appropr...
It is clear from the previous three chapters that information processing is central to strategic planning. It is equally clear that strategic MIS design presents distinctive challenges. For example most strategic techniques are data-dependent and yet the data are scarce. Thus the emphasis of strategic MIS is as much on developing information, or on...
We have seen in the last chapter what a strategy is. In the chapters to follow we shall consider strategic forecasting and the management of strategic databases. In this one we are concerned with devising a procedure for formulating strategy. The modern corporation, especially the larger ones, cannot normally adopt the free-ranging opportunistic st...
It is clear from both the research literature and from discussions with managers that the reality of management information systems has been disappointing. Often MIS fail to meet their intended objectives, especially it seems where they are computer-based. On examination of the cause, it is frequently found that the MIS has addressed a wrong or irr...
Operation controls relate to tasks or transactions. The primary focus of operational control is usually on economic efficiency. In Chapter 4 we discussed the characteristics of operational control. These characteristics are mainly associated with the tasks and their nature. In this chapter we are concerned with the performance of the tasks. The eff...
A management control system is a set of administrative procedures through which one group of people in an organisation intentionally influence or affect the behaviour of another group. If it is effective, it will ensure that the top management policy decisions are put into practice at the level of operations. The design of such a system is a compli...
It is ironic that whilst many MIS exist to provide intelligence and feedback for planning and control, monitoring and measurement of the MIS themselves is frequently inadequate. System performance should be measured for three reasons: (1) to ascertain whether the MIS has met its stated objectives; (2) to ensure that the ongoing MIS operates reliabl...
‘Database’ is now common terminology. However, it means different things to different people. The lay-user is prone to ascribe the term to all data in the organisation, whilst the information systems specialist sees database in a technical light. This chapter develops such a technical view. Yet the lay view has conceptual value, conceiving the data...
The management control system is the means by which management control is achieved. Its function is to motivate and guide managers in making decisions in the best interests of the organisation. This relies on a mix of organisational structure and information systems. It is the design of the latter, which cannot for long be divorced from the former,...
We have written this book in the hope of helping to promote professionalism in the design, construction, and use of management information systems. A management information system, if it is going to be effective, must be congruent with the decisions to be taken by managers in their evolving roles, must make use of technological developments in syst...
If a management information system is designed with social and behavioural design principles in mind, it is more likely to be effective and to be adaptable than if only technical principles are considered. This chapter seeks to acquaint systems designers and users with some of these social and behavioural principles.
If a management information system is designed with social and behavioural design principles in mind, it is more likely to be effective and to be adaptable than if only technical principles are considered. This chapter seeks to acquaint systems designers and users with some of these social and behavioural principles.
In this present part of the book, Part II, we are concerned with operational control systems. These systems are devoted to the job of ensuring that specific organisational tasks are carried out effectively and efficiently. In this chapter we shall be examining the overall characteristics of such systems. We shall then move, in later chapters, to a...
The process of operational control is highly dependent upon formal MIS. Efficient and effective information processing is essential since controls are typically numerous, data is voluminous, monitoring is constant and response is frequently real-time. Consequently operational control information systems are often computer-based. However, they may l...
There is a great deal of confusion of terminology on the subject of strategy. It does not matter too much if one person uses the word policy where another uses strategy and yet another uses the term procedure, as long as each knows what the other means. But this knowledge is often absent, so it seems sensible at the start of this part of the book t...
We have written this book in the hope of helping to promote professionalism in the design, construction, and use of management information systems. A management information system, if it is going to be effective, must be congruent with the decisions to be taken by managers in their evolving roles, must make use of technological developments in syst...
The null strategy method was advocated in Chapter 12 for analysing the adequacy of the firm’s current plans, postures and markets. Some methods of strategy selection were discussed in Chapter 13. But in neither chapter did we attempt to deal with the problem of forecasting. The future was taken, in those chapters, as a given. While that was appropr...
The management control system is the means by which management control is achieved. Its function is to motivate and guide managers in making decisions in the best interests of the organisation. This relies on a mix of organisational structure and information systems. It is the design of the latter, which cannot for long be divorced from the former,...
Operation controls relate to tasks or transactions. The primary focus of operational control is usually on economic efficiency. In Chapter 4 we discussed the characteristics of operational control. These characteristics are mainly associated with the tasks and their nature. In this chapter we are concerned with the performance of the tasks. The eff...
It is clear from the previous three chapters that information processing is central to strategic planning. It is equally clear that strategic MIS design presents distinctive challenges. For example most strategic techniques are data-dependent and yet the data are scarce. Thus the emphasis of strategic MIS is as much on developing information, or on...
It is ironic that whilst many MIS exist to provide intelligence and feedback for planning and control, monitoring and measurement of the MIS themselves is frequently inadequate. System performance should be measured for three reasons: (1) to ascertain whether the MIS has met its stated objectives; (2) to ensure that the ongoing MIS operates reliabl...
We have seen in the last chapter what a strategy is. In the chapters to follow we shall consider strategic forecasting and the management of strategic databases. In this one we are concerned with devising a procedure for formulating strategy. The modern corporation, especially the larger ones, cannot normally adopt the free-ranging opportunistic st...
It is clear from both the research literature and from discussions with managers that the reality of management information systems has been disappointing. Often MIS fail to meet their intended objectives, especially it seems where they are computer-based. On examination of the cause, it is frequently found that the MIS has addressed a wrong or irr...
‘Database’ is now common terminology. However, it means different things to different people. The lay-user is prone to ascribe the term to all data in the organisation, whilst the information systems specialist sees database in a technical light. This chapter develops such a technical view. Yet the lay view has conceptual value, conceiving the data...
Management control involves individuals and their behaviour within organisations. Controls seek to influence individual behaviour in order to achieve organisational objectives. Control aims at producing goal-congruent behaviour. Management control ensures that organisational behaviour of the individuals effectively contributes towards the realisati...
A management control system is a set of administrative procedures through which one group of people in an organisation intentionally influence or affect the behaviour of another group. If it is effective, it will ensure that the top management policy decisions are put into practice at the level of operations. The design of such a system is a compli...
Sumario: Operational control systems -- Management control systems -- Strategic planning.
The study empirically investigates the relationship between styles of using accounting information and selected job related traits and organisational factors. Three styles of using accounting information for operational control and subordinate evaluation are defined, measured and compared with a previous operational measure. Evidence on the relatio...
Thesis--Manchester Business School, 1976. Photocopy.
Projects
Projects (3)
My colleagues are I offering a webinar on Managing change developed vs. developing countries. The theme is
"Adopt change or embrace death’.
We invite you to join the Webinar from the link below
https://attendee.gotowebinar.com/rt/2980294819187030787
also you can view the details from the Announcement section of our website http://www.kglobal.org. Please share the link with you colleagues everywhere to join the webinar free.
Changes are necessary to respond to forces in external and internal environments. If we fail to accept changes we face inevitable decay, stagnation, and finally extinction. Change dynamics are different in different cultures. Some changes are incremental and others are deep changes. Professor Rahman and the panelists will explore different aspects of changes and resistance to change strategies for developing countries
Mawdudur Rahman
13th Knowledge Globalization Conference 2016, Dhaka, Bangladesh
28th to 30th October 2016
http://conference.kglobal.org/index.php/conf2016/Dkaka2016/index
The theme of the conference is Digital Education for Developing Countries - Education of the Future. The education in developing countries will heavily rely on technology. Mounting demands, escalating costs, and deteriorating quality threaten disastrous consequences for education, especially higher education in developing countries. Lack of resources, weak or no controls for quality, and historical mode of education are sometime blamed for the problems. These countries have to quickly start the process to prepare for adopting digital education in blended mode and in on-line mode to give quality education to their teeming millions of learners quickly. This conference will explore many of these issues in depth through paper presentations, plenary sessions, case discussions, demonstrations and training. Scholars from developed and developing countries are expected to join the conference. Academics, policy makers, government employees, NGOs, technology vendors, social thought leaders all will have opportunities to learn and contribute.
I respectfully invite you attend the conference and submit your abstract. There will be free workshop on designing and delivering online and blended courses using Moodle for registered participants.
Mawdudur Rahman
Professor Suffolk University and President, Knowledge Globalization Institute
Inquiries: mrahman@kglobal.org
Web address: http://conference.kglobal.org/index.php/conf2016/Dkaka2016/index
Sponsored by: Knowledge Globalization Institute, Boston, USA and Suffolk University, Boston
Host: Daffodil International University, Dhaka, Bangladesh
