Stock price distributions with stochastic volatility: an analytic approach

We study the stock price distributions that arise when pricesfollow a diffusion process with a stochastically varying volatilityparameters. We use analytic techniques to derive an explicitclosed-form solution for the case when volatility is drivenby an arithmetic Ornstein-Uhlenbeck (or AR1) process. We thenapply our results to two related problems in the finance literature:(i) options pricing in a world of stochastic volatility, and(ii) the relationship between stochastic volatility and thenature of 'fat tails' in stock price distributions.     

Facilitator‐based interactive video as a means of assisting businesses to foster better relations with neighbouring communities

South Africa's new dynamic social environment calls for innovation to develop interaction between businesses and communities to ensure meaningful corporate social responsibility programmes. This research note examines the use of facilitator‐based interactive video, in the context of the RDP, as a communication channel for stimulating free, informal dialogue between businesses and their neighbouring communities to encourage communities to care for their natural environment and in so doing improve their quality of life.     

Physicians and administrators can work together

This article describes the working relationship between the administration and medical staff of the Mid-Maine Medical Center which is comprised of two separate modern hospitals. The authors advocate the philosophy that "a hospital which harnesses the medical staff's considerable talent and expertise through sound organizational input will be a stronger institution." They explain that patient care is becoming increasingly complex and that management decisions impact heavily on the care provided. In 1973, the Medical Center changed from its traditional organizational form of having a full-time medical director and an administrator report to the board of directors, to a modified corporate model designed to increase physician involvement. In the new organization, the vice president of finance and a part-time chief of staff (acting as vice president for medical affairs) report to the president (former medical director) who, in turn, is responsible to the board of trustees. The authors attribute the success of the reorganization to the CEO's willingness to delegate and share authority, not to the CEO's physician background. Planning at the institution involves a committee of six physicians, four administrators, and one full-time planner. A budgeting committee of three physicians and three administrators is responsible for the review of the budget as well as for making recommendations for the executive board for the expected volume of services. It is concluded that there is no perfect way to run a hospital, but the involvement of doctors in hospital decisions is necessary.