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Michael is a partner in the firm's Washington, DC office. Michael advises clients on compliance with federal laws enforced by the Consumer Financial Protection Bureau, the Federal Trade Commission, the Federal Communications Commission, and other federal agencies. His compliance counseling practice focuses on standards regulating the manner in which businesses market to and communicate with customers and potential customers as well as proper collection, use, and disclosure of customer information. His clients include retailers, lenders, mortgage bankers, automobile finance companies and dealers, credit card companies, and lead generators, as well as service providers for these businesses. He also represents clients in examinations, investigations, and enforcement actions initiated by the CFPB, the FTC and the FCC.
Michael's practice also includes advising clients on compliance with state laws regarding unfair and deceptive trade practices, communication with members of the public, and proper handling of consumer and customer information.
Prior to joining Hudson Cook, Michael was a staff attorney in the Federal Trade Commission's Bureau of Consumer Protection. He coordinated FTC rulemaking efforts under the CAN-SPAM Act of 2003 and worked extensively on amendments to the FTC's Telemarketing Sales Rule. He also litigated FTC consumer protection cases targeting business opportunity fraud, telemarketing fraud, and deceptive marketing of consumer services. Michael spoke to audiences nationwide regarding compliance with laws enforced and interpreted by the FTC.
Michael is a member of the American Bar Association and served as Chair for the Federal and State Trade Practices Subcommittee, Consumer Financial Services Committee, Section of Business Law, American Bar Association.
Michael is admitted to practice in Virginia and his practice in the District of Columbia is limited to matters and proceedings before federal courts and agencies in accordance with D.C. Ct. App. R. 49(C)(2) and (3).
Michael received his law degree in 1999 from the University of Colorado School of Law and holds a bachelor's degree from Wesleyan University. | https://www.hudsoncook.com/attorney/michael-goodman/ |
Background & Purpose
Anesthesia machines and vaporizers must be in good working condition in order to ensure that the appropriate percentage of anesthetic agent is being delivered to the animal and that all waste gases are appropriately absorbed to prevent accidental human exposure. Waste anesthesia gases may adversely affect liver, kidney and the central nervous system in chronically-exposed laboratory personnel.
Policy
IACUC policy requires that all equipment associated with the delivery of inhalant anesthetics be evaluated regularly to assure proper function and integrity.
- Anesthetic vaporizers must periodically have their calibrations verified by a professional and equipment inspected and serviced as required.
- Personnel must be trained in the proper use of anesthetic machines and vaporizers prior to operation.
- An effective method of scavenging waste gases must be used at all times.
Guidelines and Procedures
Anesthetic Equipment
Before each use, anesthetic machines with vaporizers and other components such as tubing, flow meters, valves, gaskets, scavenging system, etc. should be inspected by the user to ensure that all components are correctly set up and functioning properly without any leaks in the system.
Vaporizers
Vaporizers must be tested by an authorized anesthetic machine service provider to verify accuracy of calibration as recommended by the manufacturer. In the absence of manufacturer recommendations, this testing must occur at least once every three years to verify accuracy of calibration. If the verified anesthetic delivery is > 20% out of calibration, the unit must be serviced and calibrated by an authorized service provider.
Machines with re-breathing circuits
Rebreathing circuits consist of a CO2 absorbing system either with or without a ventilator. Any machine with a rebreathing circuit must be inspected and serviced by an authorized anesthetic machine service provider annually. The Soda lime/Baralyme (CO2 absorbers) should be changed regularly; minimally this should occur at least once after every 12 hours of use.
Waste Gas Scavenging Systems
An effective mechanism of waste gas scavenging is essential; methods of scavenging waste anesthetic gasses include use of a fume hood, venting to house HVAC or house vacuum, or use of charcoal canisters.
Charcoal canisters (also known as absorbers) are commonly used to absorb halogenated waste and may look like this:
To use the canister properly and ensure the safety of lab personnel:
- The canister must be weighed when it is first purchased - record the starting weight on the side of the canister.
- The canister must be weighed periodically, as it will gradually become heavier as it absorbs waste gases. Users must record the date and weight, preferably on the side of the canister.
- Canisters must be replaced according to manufacturer's specifications (e.g. once it has gained a specific amount of weight). | https://research.uci.edu/compliance/animalcare-use/research-policies-and-guidance/anesthesia-equip-maintenance.html |
Oven Operator (All Shifts)
- Post Date:
- 03/30/2022
- Location:
- Fort Wayne, Indiana
- Type:
- Full-Time
Oven Operator
Purpose:
The oven operator is responsible for correctly forming, baking, and cooling the dough to help deliver a finished product that is not only safe to eat but meets all customer and internal specifications.
Hours:
- Train on 8 hours shifts, then move to a 2/2/3 schedule, 12 hour days/nights.
- Overtime and weekends are required.
Pay:
- $17.00 per hour + $1.00 per hour 2nd shift or $2.00 per hour 3rd shift differential.
Job Responsibilities:
- Execute the daily production schedule and process orders in the established sequence
- Ensure that the product is baked using the proper recipes and settings established
- Perform required HACCP monitoring checks to verify that CCP’s are working properly
- Ensure that all utensils, equipment, and work area is maintained in a clean and safe manner
- Accurately and legibly maintain records of batches made, equipment used, deviations, and other processing parameters
- Monitor automated equipment to verify it is functioning properly
- Follow all:
- Company Policies
- Good Manufacturing Practices
- Food Safety Management System Policies and Procedures
- Sanitation Procedures
- Safety Procedures
- Assist other areas of production as needed
- Effectively communicate all relevant information to other production shifts and employees
- Immediately report any and all food safety and quality problems to management
Equipment Used:
- Box cutter
- Spatulas, scoops, and scrappers
- Scales
- Computer and bar code scanner
- Forklift
Ellison Core Competencies:
The following Leadership Behaviors are important to the success of the organization.
- Collaboration.
- Develops Others.
- Customer Focus.
- Drive for Results.
- Motivating Others.
- Integrity & Trust.
- Peer Relationships.
Skills/Work Experience Needed:
- Possess a high school diploma or equivalent
- The ability to add, subtract, multiply, and divide numbers with decimals
- Ability to read computer screens and enter data
- Read and follow work instructions
- Communicate effectively with co-workers
- Work independently with self-management
Work Environment:
- The work environment and physical demands described below may be representative of those required by an employee to perform the essential functions of the job with or without reasonable accommodations.
- Production area can vary in temperature either be cool or warm depending on the season and possibly humid in the summer months
- Concrete floors are slippery, especially when wet
- Intact senses of sight, with corrective lenses are necessary
- Hearing and vision are required in order to be able to hear and read documents pertaining to the job. | https://www.ebakery.com/careers/oven-operator-all-shifts |
The organization shall determine the monitoring and measurement to be undertaken and the monitoring and measuring equipment needed to provide evidence of conformity of product to determined requirements.
The organization shall establish processes to ensure that monitoring and measurement can be carried out and are carried out in a manner that is consistent with the monitoring and measurement requirements.
In addition, the organization shall assess and record the validity of the previous measuring results when the equipment is found not to conform to requirements. The organization shall take appropriate action on the equipment and any product affected.
When used in the monitoring and measurement of specified requirements, the ability of computer software to satisfy the intended application shall be confirmed. This shall be undertaken prior to initial use and reconfirmed as necessary.
NOTE Confirmation of the ability of computer software to satisfy the intended application would typically include its verification and configuration management to maintain its suitability for use.
Requirements for what needs to be measured and the acceptance criteria may come from the customer, regulatory, industry and your own organization. Product realization planning must determine the following what specific product and process characteristics needs to be monitored and measured, the criteria for product acceptance, the type of Monitoring and Measurement Device needed, frequency i.e. at what stages of realization to do it, sample size, etc. You must then determine what Monitoring and Measurement Device is appropriate for each measuring or monitoring requirement. Consideration must be given to the measurement capability (precision) of the Monitoring and Measurement Device which may have to be several times greater than the tolerance criteria for product measurement. This would depend on the industry you are in and the criticality of end use for the product for e.g. the precision requirements for ball bearings may be much greater than say for cutting cloth to make a shirt. Personnel using Monitoring and Measurement Device’s must have competence and training in the use of Monitoring and Measurement Device’s in terms of their function, range and precision of measurement, reliability, use and maintenance.
Monitoring and Measurement Device’s may include measurement and testing tools, equipment, hardware and software. They may be owned by your organization, your employees or the customer. Monitoring and Measurement Device’s may be used to verify product as well as to measure process conformity for e.g. a temperature controller on an oven. Besides Monitoring and Measurement Device’s used for product conformity, you may need to calibrate and control certain Monitoring and Measurement Device’s used in related and peripheral processes such as production equipment, tooling, maintenance, etc.
To ensure valid measurement and monitoring results, Monitoring and Measurement Device’s must be controlled. A process is required, to control the identification of monitoring measurement, selection, purchase, status, identification, calibration, verification, adjustment or re- adjustment, use, handling, maintenance and storage, training, handling of nonconforming Monitoring and Measurement Device’s, etc. You must keep appropriate records to demonstrate effective operation and control of your Monitoring and Measurement Device processes. These records must include calibration and verification records traceable to national, international or other benchmark used for calibration.
All Monitoring and Measurement Device’s used for product verification must be capable of being calibrated, verified or both. Calibration is setting or correcting an Monitoring and Measurement Device, usually by adjusting it to match or conform to a dependably known and traceable standard for e.g. adjusting a micrometer or caliper to conform to master blocks traceable to national standards.
Verification is confirming that the Monitoring and Measurement Device is meeting or performing to acceptable national measurement standards and does not involve any correction or adjustment for e.g. verifying a ruler or tape measure against a calibrated ruler that has been calibrated to a national standard. A ruler or tape measure is generally not capable of being calibrated and when it gets out of calibration its use must be discontinued.
There are Monitoring and Measurement Device’s that are capable of being both calibrated and verified for e.g. a CMM- coordinate measuring machine and may require both to be done in specific situations based on frequency of use and criticality of measurement. This requirement also applies to the use of computer software whose capability and calibration status must be established prior to initial use and reconfirmed (verified) at defined intervals.
You must define the frequency and method of calibration for each type and level i.e. whether used in shop floor, laboratory or standard of Monitoring and Measurement Device. Your calibration records must identify what standard you used for calibration and show traceability of the standards you use at your facility to national or international standards.
In rare circumstances, national or international standards may not exist for calibrating a specific Monitoring and Measurement Device. In such situations consider using industry, manufacturer or even your own organizational standard to validate the accuracy and reliability of your Monitoring and Measurement Device. Consult with your customer if the contractual circumstances require it. Your quality plan must define the measurement and monitoring required and the type of Monitoring and Measurement Device needed for it, including the frequency of measurement and acceptance criteria. Depending on the risk and precision and reliability of measurements needed, you might consider doing statistical studies on Monitoring and Measurement Device’s referenced in your quality plans. Ensure that personnel performing such statistical studies are trained and competent to do so.
A multitude of software tools are available to manage and control Monitoring and Measurement Device’s. There are many acceptable methods to identify Monitoring and Measurement Device’s and their calibration status. The methods you select must consider the manufacturers recommendations, frequency of use, environment the Monitoring and Measurement Device is used in, risk in misuse or incorrect tool being used, etc. Where an Monitoring and Measurement Device is found to be out of calibration, you must take appropriate correction action to contain and re-verify the product affected, to the extent practical. This is in addition to containing, repair and recalibration of the defective Monitoring and Measurement Device. Customer or internal engineering changes may result in a change in product measurement, requirements and/or the Monitoring and Measurement Device to be used. These changes would normally be reflected in your quality plan.
If you use external calibration services, you are still expected to impose the specific control requirements of this clause to the external organization. If the nature of your business does not require the use of Monitoring and Measurement Device’s for e.g. a financial service such as a credit counseling service, then you must clearly state this exclusion to your QMS scope, in your Quality manual.
Performance indicators such as the monthly trends in the number of out of calibration Monitoring and Measurement Device’s, or the number of Monitoring and Measurement Device’s past their calibration due date, number of Monitoring and Measurement Device’s being used and not controlled, reduction in untrained personnel found using Monitoring and Measurement Device’s, etc. Use these indicators to tighten and improve the effectiveness of your Monitoring and Measurement Device process. You could use a product quality plan, documented procedure or other combination of specific practices, procedures, documents and methods. Look at the risks related to your product, processes and resources in determining the extent of documented controls you need to have.
Are the monitoring and measurement to be undertaken determined?
Are the monitoring and measurement devices needed to provide evidence of conformity of product to determined requirements determined?
Is the measuring equipment protected from damage & deterioration during handling, maintenance & storage?
Determining how product/service is measured during in-bound process, inprocess and out-bound process. Is there a list of equipment requiring calibration? Compare this list to the measurement points in the process. Are there any gaps? Does the equipment listed cover at least the Customer specification ? Check a sampling of equipment on the list and verify that is being calibrated.
Are records of equipment calibration & verification maintained?
Who decides the frequency of calibration? Does it ever change?
How is measuring equipment calibrated? For Internal calibration: Is work instructions used? For External Calibration : Was a PO issued to the calibration service provider?
Any employee owned tools/equipment used? Are they being calibrated?
When a measuring equipment is found not to conform to requirements is the validity of the previous measuring results assessed and recorded?
When a measuring equipment is found not to conform to requirements are appropriate actions taken on the equipment and any affected products?
If equipment wasn’t measuring correctly, how long before it was discovered? How much product/service would have been produced?
Any computer software used to measure the product/service? If yes,how do you know it’s working properly?
Hi, is there any standard for minimum temperature increment for monitoring chillers for breaded chicken products?
I am not expert in calibration, and I am wondering if we can calibrate or measuring instruments like Calipers and Micrometers in our shop using standard test blocks? or we must send them out for calibration? If we can do it in-house, should we create a calibration certificate as well or just we need to record the history? | http://isoconsultantpune.com/iso-90012008-quality-management-system/iso-9001-requirements/iso-9001-clause-7-6/ |
Many manufacturers recommend that their Backflow Preventer be tested annually. Many municipalities are requiring such frequent testing by a Certified Backflow Tester regardless of manufacturer’s recommendations.
AAA AUGER requires each of our shops to have such certified personnel. In addition to proper certification, our testing equipment is calibrated annually to assure proper diagnosis.
After all, a backflow preventer is useless if not functioning properly and could be the difference between life and death. | https://aaa-auger.com/backflow-preventer-testing/ |
1.SET-UP AND PREPARATION - Sets up food prep area with appropriate par levels of food items and equipment needed to maintain an efficient flow of work and production. Participates in Culinary Planning Meetings related to food production with no more than two absences per quarter, as observed by the supervisor. 2. HOT FOOD PRODUCTION - Prepares high quality grilled, sauteed, and deep fat fried food items according to meal tickets or customer orders for service to patients, staff, and visitors following procedures provided. Appropriately tempers, reconstitutes and reheats prepared food items. Prepares plates attractively, following plating procedures, portion control guidelines and garnishes as defined. Coordinates timing, prioritizes, and juggles customer orders and/or meal tickets in order to maintain time lines (cafeteria customers, kitchen patient tray line 20 minute window), and manage multiple orders at a time. 3. FOOD PRODUCTION EQUIPMENT - Demonstrates competency in the proper operation, care and maintenance of equipment used (e.g. grill, deep-fat fryer, pizza ovens, microwave oven, pasta cooker, stoves). 4. FOOD SAFETY STANDARDS - Maintains food safety standards. Demonstrates understanding of correct food safety principles and techniques applicable to short order cooking and consistently applies these techniques. Correctly uses a calibrated thermometer to verify and document that all foods are properly cooked to specified internal temperatures. Takes corrective action and documents when proper food holding temperatures are not appropriately met. Consistently and appropriately covers, labels, dates, and stores all food items under responsibility. Reports any food products of questionable quality to supervisor. Rotates stock according to FIFO following departmental policy. 5. ROLE MODEL AND TRAINER - Provides On -the-Job Training of new employees in kitchen or catering. Develops newer associates and acts as a role model. Independently utilized knowledge of kitchen procedures as necessary to resolve issues and/or ensure customer needs are met. Assists manager in conducting in-service training as required. 6. SANITATION AND PERSONAL HYGIENE - Consistently follows established sanitation and personal hygiene guidelines to help prevent the spread of food borne illness. Maintains a clean and neat work area by adhering to the -clean as you go- policy. Proper hand washing techniques are followed at all times. Cleans and sanitizes all food handling equipment prior to use according to standard procedures. Uses and stores cleaning agents properly.
Successfully completed Short Order Cook Trainee program OR two years experience as a Grill (Short Order) Cook required. Experience in preparing food in an acute care facility desirable.
Very good oral communications skills required. Must have a demonstrated ability to read, write and understand English and to be able to communicate effectively with the Food Prep Team.. Must have demonstrated outstanding Customer Service Skills.
Under the supervision of an assigned Food Service manager prepares food for patients'/customers' consumption as assigned. Prepares food within established food safety standards, according to procedures provided while minimizing leftovers and waste. | https://jobs.livecareer.com/l/cook-1-per-diem-yalenew-haven-health-676204ff68e55737b3c0a6a11b47be46 |
Some people may not know how to appropriately care for their infusion pump and would like to experiment with ways to monitor the best way to do so.
An infusion pump analyzer is a device that helps doctors and caregivers diagnose and treat infusion pump malfunctions. By monitoring infusion pump function, an analyzer can help prevent or correct problems before they cause serious health complications.
Image source: Google
If you're using an infusion pump, it's important to have a good analyzer so that you can make sure the infusion is being given in the correct dose and at the correct time. An infusion pump analyzer can also help you to monitor your patient's health closely.
However, if an infusion pump is not properly calibrated or if there is an error in its operation, it can cause serious health consequences for the patients receiving the treatment.
For patients with chronic conditions like diabetes, an infusion pump analyzer can provide peace of mind by helping to ensure consistent delivery of treatment.
An infusion pump analyzer is a device used to measure the flow rate, pressure, and other characteristics of infusion pumps.
These devices can help ensure that the infusion pumps are functioning properly and that the patients receiving treatment are receiving the correct dosage of medication.
In addition, an infusion pump analyzer can help identify if there is a problem with the infusion pump itself. | https://dplclinic.com/tag/technology/ |
Brachytherapy Quality Assurance
Brachytherapy requires a high degree of manual labor which, owing to steep dose gradients and variable source strength, must be performed to high standards of precision. The majority of brachytherapy medical errors are preventable with an appropriate quality assurance program.
AAPM TG-40 provides general guidance on brachytherapy quality control. This report states that a precision of +/-15% is realistic for brachytherapy dosimetry and may be lower for complex multiplane interstitial implants. Regulatory requirement for radiation safety are found in NRC 10 CFR.
Data from IAEA Report No 17
|Cause of Accident||Incidence Rate|
|Incorrect Source Strength||22%|
|Dose Calculation Error||19%|
|Equipment Failure||13%|
|Error in Quantities or Units||6%|
|Other||41%|
|Total Accidents||32|
Important QA Points
- A vendor supplied source calibration may be accepted but must be verified to +/- 3% (batch) and +/-5% (individual deviation from mean)
- At least 10% of a batch of sources should be assayed.
- Source inventories must be maintained
- List source type and radionuclide
- Total number of sources, their strength, and location.
- Log use of sources and track their movement into and out of safe storage.
- Patient name
- Attending physician
- Source disposal
- Treatment Planning Software
- Source models and dosimetry as per TG-43
- Correctly assigns source location and dwell time, especially for HDR afterloader based planning.
- Film verification or imaging (CT) may be helpful here.
- Radiation surveys should be performed before, during, and after procedures.
Required QA Equimpent
QA Equipment
- Well-type ionization chamber
- Electrometer
- Wipe test equipment
- Thermometer
- Barometer
- Records management system
- Length test ruler
- Film
Tools and Safety Equipment
- Area radiation monitor
- Hand detector (Geiger Counter, etc)
- Source retrieval equipment
- Pliers
- Wire cutter
- Shielded “pig”
Key Point: Well chambers typically exhibit a strong energy dependence in the brachytherapy energy range. Therefore, it is important to calibrate the well chamber using the correct source nuclide and source model as source construction impacts attenuation and energy spectrum.
Quality Assurance for High Dose Rate Afterloaders
10 CFR Part 35 - Afterloader QA
Key Point: While the AAPM TG-40 provides guidelines for quality assurance of remote afterloaders, most states require the quality assurance mandated in 10 CFR Part 35.
Full Calibration (10 CFR 35.633)
Full calibration is required prior to first afterloader use, after source replacement, after significant repair, and at least quarterly.
Required QA
- Output +/-5%
- Position accuracy +/-1mm
- Emergency source retraction under power failure
- Verify source transfer tube lengths
- Timer accuracy and linearity
- Verify applicator length
- Verify function of transfer tubes, applicators, and all interfaces.
Daily/Periodic Checks (10 CFR 35.643)
Spot checks are required prior to first treatment in a given day.
Required QA
- Verify vault entrance interlock
- Verify source exposure indicator light at control console, on the afterloader, and at the vault door
- Verify audio visual system function
- Verify presence of emergency response equipment
- Verify function of radiation monitor equipment
- Verify timer accuracy
- Verify computer clock, date and time
- Verify source strength is accurately presented in the computer
AAPM TG-40 - Afterloader QA Recommendations
Download: AAPM TG-40: Comprehensive QA for Radiation Oncology (External link)
Daily Checks
- Interlock function
- Audiovisual system
- Area radiation monitors
- Catheter function and locking
- Presence of emergency tools
Weekly Checks
- Source and dummy positioning: +/-1%
Annual Checks
- Dose calculation algorith: 3% and 1mm
- Simulate emergency conditions
- Source Inventory Audit
Source Change Checks
- Calibration of source: +/- 3%
- Verify timing accuracy: +/- 1%
- Verify source positioning: +/- 1%
Source Change Quality Assurance
Source change is performed by a qualified field service engineer. Appropriate afterloader preventative maintenance will also be performed during a source change. Quality assurance focuses on assuring source strength and positional accuracy of the afterloader.
- A source chance is typically performed every 3-4 months corresponding to a drop of activity by 60-70% (3-4Ci assuming an initial activity of 10Ci).
- Source will arrive in shielded shipping container and prior to source change and must be stored in secure room until.
- Source packaging must be inspected for damage and surveyed via wipe test upon receipt.
- On the day of source exchange, the service engineer will safely remove the old source and insert the new source.
- Physicist performs quality assurance after source change.
- Verify appropriate source received compared with documentation.
- Verify source activity using calibrated well-type ionization chamber.
- Verify source length and positioning.
- Update treatment planning system with source activity (around 10Ci).
AAPM TG-41 - Afterloader and Applicator Acceptance Testing
Download: AAPM TG-41: Remote Afterloading Technology(External link)
Remote Afterloaders
The following tests are recommended by AAPM TG-41 for the acceptance testing of a remote afterloader unit.
- All console functions and indicators are operational
- Source retracts appropriately when:
- End of preset time
- An interrupt is engaged
- Loss of power
- A blockage is encountered
- The battery is adequate to power source retraction
- Timer accuracy
- Accuracy of source decay calculation
- Indexer (which selects which channel to send the source) functions properly
- Backup systems function during power/pneumatic failure
- Mechanical (hand) source retraction system is functional
- Radiation detectors function
- System memory correctly stores information
- Device shielding adequately limits leakage
Applicators
The following tests are recommended by AAPM TG-41 for the acceptance testing of an HDR applicator
Key point: The primary source of potential error in a transfer tube/applicator system would be a systematic positioning error.
- Guide tube integrity
- Applicator integrity
- Source and dummy positioning
- This can be measured using gafchromic film
- Accurate movement of source through the applicator producing expected dose distributions
- This can be measured using gafchromic film
- Applicator attenuation (if dose calculation will be attenuation corrected)
Navigation
Not a Premium Member?
Sign up today to get access to hundreds of ABR style practice questions. | https://oncologymedicalphysics.com/brachytherapy-quality-assurance/ |
Out of Tolerance Equipment: Handling and Importance of Calibration Data
An out of calibration or out of tolerance equipment can have serious implications on the quality of product and eventually on the reputation of your company. So, what exactly does calibration out of tolerance mean? Sometimes, during calibration of equipment, certain point or points fail to meet the required tolerance level. This results in a failed calibration. A specific tolerance level or maximum permitted error level is used for comparing the test result. If the equipment being calibrated fails to meet the required tolerance level, it becomes out of tolerance.
If you handle out of tolerance equipment correctly, you will be ready to deal with and even be capable of avoiding the related implications.
How to Handle an out-of-tolerance Equipment?
In case you find that your equipment is out of calibration, here is what you need to do:
- Quarantine the equipment.
- Take note of the quantity of product inspected and tested by such equipment.
- Review the calibration data to find out whether there were any past discrepancies in calibration. Also determine whether the equipment was in really bad shape or way out of tolerance.
- Ensure that correct range or tolerance is used for calibration. This is important because mostly the calibration process is inherited wherein the accuracy is predefined by the calibrating company. Whether the calibration of equipment is done by you or by a calibration lab, ensure that the calibration range or tolerance used should be perfectly suited as per your usage.
If you aren’t confident about the results of such out of tolerance equipment, you may have to segregate or recall and re-inspect the suspected product batch with good calibrated equipment. You need to have a solid plan of action to be followed after the product batch is retested and the results are found to be erroneous.
It should be noted that the process of handling out of calibration equipment should be properly planned and documented. This should be done as required by the Control of Nonconforming procedure or a similar process required by the ISO 9001 standard.
Calibration Certificate: Important Points to Keep in Mind
You need to decide what kind of information you want on the calibration certificate of your equipment. This is important because the data reported on the certificate needs to be reviewed frequently in detail so that you can assess as to whether:
- It is being calibrated at the correct range
- It is in good condition after every calibration
- It is found marginally out of calibration
- The duration between two consecutive calibrations can be increased
You need to continually review calibration data to ensure that the equipment received is always in tolerance. The calibration data records help you decide whether or not you can increase the span between two consecutive equipment calibration sessions. This also depends on the type and frequency of usage of the equipment. The objective is to be economical and still have the confidence that the equipment is delivering precise results.
Now let’s see what type of information should be included in a calibration certificate:
- Accurate description of equipment including its ID
- Location, owner and user details
- Date on which it is calibrated and next due date for calibration
- Condition in which it is submitted for calibration to determine if it was out of calibration or not at the time of submission
- Specific calibration readings which give a clear idea that if the equipment was brought in an ‘out-of-tolerance’ condition, by how many points was it out of range
- Procedure used for equipment calibration
- Name of person in-charge for conducting calibration
- Details regarding the Standard used for calibration including the name, ID, description, last calibration date and whether it is traceable to NIST or other national standard organization.
You can make sure that you have all the necessary information handy in case of an out-of-tolerance situation, if you plan well.
Now that you are aware of how to handle an out of tolerance equipment and the importance of calibration data, you can get the most from the calibration of equipment.
Author Bio: Edward Simpson works for RS Calibration Services and has a knack for finding faults in machines and does not rest until they are rectified to perfection. He lives in Pleasanton, California and loves to write about how machines work and about the importance of proper care and calibration of equipment. | https://metrology.news/out-of-tolerance-equipment-handling-and-importance-of-calibration-data/ |
SUMMARY:
Detail - oriented Test Engineer and team player with a positive attitude and 15+ years of experience in testing, soldering, troubleshooting, documentation, quality assurance and quality control.
TECHNICAL EXPERTISE:
- Digital Settop Box (STB) RF
- Cable and Satellite Equipment
- Headend Equipment
- DTA100 / DTA101
- Level QAM Signals
- Tech Writer
- Spectrum Analyzer
- Test on DAC 3.1 and DAC 4.0
- Test Case Documentation
- Quality Control and Assurance
- Programming / Internet Usage
- Confidential Systems - DNCS 4.3 / 5.0
- STB Software / CMD Batch Files
- Software Testing and Upgrades
- Linux / SCO Linux / Unix / Java / / Word / Excel / Windows XP / Windows 2010 / Windows NT
- Dispenser Hardware/Software QA
EXPERIENCE:
Confidential, Atlanta, GA
Senior Software Test Engineer
Responsibilities:
- Tested software on Freestyle Dispensers in AGILE/SCRUM environment
- Technical Writer for test documentation using Adobe, Word and Wireframe
- Executed test cases to ensure quality assurance for software and hardware
- Installed and updated software according to customer needs and requirements
- Performed set up and breakdown of dispensers and created bugs using Zypher
- Calibrated beverage ingredients for best quality
Test Tools: TFS/Test Manager, WinSCP, GS Shell, TeraTerm, Postman API’s, Putty, 7-Zip, HDD Raw Copy Tool, MFG Tool, Data V, OTA Downloading, Wireframe, JIRA and ZEPHYR
Confidential, Lawrenceville, GA
Senior Software Test Engineer
Responsibilities:
- Executed CVT and OSM firmware downloads on STBs such as: Explorer 3250HD, Explorer 8300HD, Explorer 2010, 3000 and 8000.
- Ensured that Denali EBIF User Applications were loaded and functioning properly.
- Tested firmware, Bound and Unbound Apps for Denali Settop Boxes on the Confidential Headend.
- Executed test scripts using Python for test automation and verified results or any reboots and bugs.
- Tested iTV functionality and Unbound Apps such as: On screen Caller ID, Quick Start, Text Messaging
- Verified that Bound Apps launched correctly for HSN Upsell and CertApp.
- Assisted in SCRUM meetings for CDETS bug scrub to resolve any open issues.
Confidential, Atlanta, GA
VOD Integration Engineer
Responsibilities:
- Tested and verified that Seachange VOD back office was working properly on Confidential TRIO Settop Boxes as well as on Confidential Rovi Showrunner Settop Boxes.
- Tested available assets to ensure that TVOD, SVOD and FVOD were working correctly via Seachange VOD.
- Tested and verified that Seachange worked on Axiom headends as well as Adrenalin headends simultaneously.
- Ensured that if any changes were made on Axiom, that Adrenalin was not affected in a negative way.
- The goal was to change over to the new Adrenalin system in the field with no anomalies.
- Monitored the VOD system and streaming assets using the MMC tool.
Confidential, Lawrenceville, GA
Systems Verification and Test Engineer
Responsibilities:
- Completed Confidential end to end testing on simulated COX, Rogers and Videotron Headends.
- Worked on Confidential DNCS, HDTV, PLTV and SARA Hi Res, In Demand, Seachange VOD, Scripting, TMS, EAS, EAN, Bluestreak and SCIN Guide for COX G6, G7 and G8 OCAP Settop Boxes.
- Tested Copy Protection, Macrovision, Closed Caption, HD Services, VOD and MRDVR.
- Used Clarify and wrote CDETS to verify bugs by reproducing them and testing them for any updated information in TIMS.
- Managed files using: FTP, Telnet, Filezilla and Bugzilla as well as working with Chennai, India.
- Executed automated test scripts using Python for stability testing for reboots. Sent out reports to show results.
- Obtained and downloaded new codes using CDL, XLD and CVT for testing in the DHCTs using the DNCS.
- Tested EAS channel override and EAN force tune using SD and HD services using the Monroe System.
Confidential, Littleton, CO
Consultant
Responsibilities:
- Maintained Confidential DAC system on QAM to QAM units while working with Canadian Test Group.
- Developed the TLV File for each cable card’s channel map.
- Tested HD services that were simulated for hotel use to ensure that no anomalies would occur.
Confidential, Lawrenceville, GA and Horsham, PA
Systems Test Engineer
Responsibilities:
- Prepared, tested and documented DCT test cases for Systems Cable TV Test Lab using various methods.
- Tested DOCSIS to work via Inband data instead of out-of-band (OOB) data as used in RF settop environment.
- Tested DSG IP multicast over DOCSIS to replace old RF Legacy OOB data streams.
- Developed test plans, documentation and ran tests for new DTA 100/101 test equipment boxes.
- Operated with PAL M / N services as well as NTSC and SDV systems.
- Consistently met test schedule goals - worked well with offshore engineering in Bangalore, India.
- Tested lab equipment with the spectrum analyzer to ensure proper IF, RF and QAM levels.
- Tested for Emergency Broadcasts using EAS and SCTE-18 messages through an OM and a Trilithic server.
- Worked on headend equipment such as: DAC6000, RADD6000, SEMs and other computers and servers.
- Tested guide data using TV Guide, Rovi Passport / Echo (Previously Aptiv).
- Received positive feedback from managers’ after all quarterly goal planning evaluations and meetings.
- Tested Interactive VOD such as: Seachange, Showrunner, Tandberg, and C-Cor (nCUBE) using IP addresses.
- Prepared and maintained cabling, cable equipment, hardware and software for test usage.
- Managed cabling, routers and head-end equipment for use with TCP / IP communications.
- Determined proper levels for: RF, Composite, IEEE 1394, HDMI, 1080i, 1080p, 480i, 720p, and S-Video.
- Contacted vendors and customers to resolve uplink satellite problems verified using Linux in the DLM. | https://www.hireitpeople.com/resume-database/67-quality-assurance-qa-resumes/250793-senior-software-test-engineer-resume-atlanta-ga-5 |
Most importantly, in good academic writing, research hypotheses and questions must be informed or flow from the literature review. Conclusion links back to the hypothesis and the data analysis, begin the conclusion by summarizing the final outcomes of the statistical tests while also highlight whether your research went against or in the support of the hypothesis.
Economy of words is important throughout any paper, but especially in an abstract. Try to offer alternative explanations if reasonable alternatives exist. Continue to be concise, using figures and tables, if appropriate, to present results most effectively.
This list need not be lengthy if the materials are already published, but it should include the essentials. Literature Cited Please note that in the introductory laboratory course, you will not be required to properly document sources of all of your information.
General intent The purpose of an introduction is to aquaint the reader with the rationale behind the work, with the intention of defending it. More Articles from Bizmanualz For example, if your question asks whether an electric motor turns faster if you increase the voltage, you might do an experimental group of three trials at 1.
One may argue that the sample size would be too low to correctly detect a difference from the hypothesized value, if that difference truly existed. In biosciences we frequently work with solutions - refer to them by name and describe completely, including concentrations of all reagents, and pH of aqueous solutions, solvent if non-aqueous.
Such an assignment hardly represents the kind of writing you might be doing in your eventual career. General intent The objective here is to provide an interpretation of your results and support for all of your conclusions, using evidence from your experiment and generally accepted knowledge, if appropriate.
If you use a passive voice then your sentences are longer and readers get confused. You need not report the procedure in full - just that you used a Bradford assay to estimate protein concentration, and identify what you used as a standard.
Do not present the same data more than once.
Defend the model - why did you use this particular organism or system. If use of a specific type of equipment, a specific enzyme, or a culture from a particular supplier is critical to the success of the experiment, then it and the source should be singled out, otherwise no.
Recommendations for specific papers will provide additional suggestions. The objective is to document all specialized materials and general procedures, so that another individual may use some or all of the methods in another study or judge the scientific merit of your work.
Results The page length of this section is set by the amount and types of data to be reported. Describe the importance significance of the study - why was this worth doing in the first place.
Separate the step-by-step instructions that make up the core of the procedure from the meta-data that typically makes up the header or the beginning of the procedure. Refer to generally accepted facts and principles in present tense. Controlled variables are those variables that we don't want to change while we conduct our experiment, and they must be the same in every trial and every group of trials.
There are variations of course. Save the whys for training, footnotes or an appendix. When the null hypothesis is rejected, practitioners refer to the Type I error when they present results, using language such as: A little advance preparation can ensure that your experiment will run smoothly and that you will not encounter any unexpected surprises at the last minute.
Approaches vary widely, however for our studies the following approach can produce an effective introduction. Decide if the experimental design adequately addressed the hypothesis, and whether or not it was properly controlled.
And, all the controlled variables must remain constant. Repeating a science experiment is an important step to verify that your results are consistent and not just an accident. See calculating a sample size for more information. How many participants are enough, what is the ideal sample size.
Think about it as writing a recipe for your experiment. Is this an important difference. Include specialized chemicals, biological materials, and any equipment or supplies that are not commonly found in laboratories. How many experimental groups will you have.
Copyright beverly j. Putting self into the course, our three models with water tight boundaries. Research Questions and Hypotheses I nvestigators place signposts to carry the reader through a plan for a Finders () used ethnographic procedures to document the reading of teen Guidelines for writing good quantitative research questions and.
The scientific method is a series of steps followed by scientific investigators to answer specific questions about the natural world. It involves making observations, formulating a hypothesis, and conducting scientific douglasishere.comific inquiry starts with an observation followed by the formulation of a question about what has been observed.
Scientific Reports What this handout is about. Generally speaking, people investigating some scientific hypothesis have a responsibility to the rest of the scientific world to report their findings, particularly if these findings add to or contradict previous ideas.
but also features good tips for making your writing more professional. In statistical hypothesis testing procedures, this means that investigators should avoid misleading language such as that which implies “acceptance” of the null hypothesis.
Reference th 1. Ronald A. Fisher, The Design of Experiments, 8 ed. the protocol for collecting data, i.e., how the experimental procedures were carried out, and, how the data were analyzed (qualitative analyses and/or statistical procedures used to determine significance, data transformations used, what probability was used to decide significance, etc).
15 Steps to Good Research. Define and articulate a research question (formulate a research hypothesis). How to Write a Thesis Statement (Indiana University) Georgetown University Writing Center; Revise hypothesis as necessary. | https://lukymyzibig.douglasishere.com/procedures-for-writing-a-good-hypothesis-20375le.html |
If you use equipment designed to measure or manufacture various parts and materials with high precision, you want your equipment to be as accurate as possible. Ensuring your equipment’s accuracy often comes down to calibrating it at the right intervals. As a result, many companies develop a calibration schedule for the various instruments they use for their work.
To ensure your equipment is always accurate, you may want to learn more about the importance of a calibration schedule and how to set the calibration frequency for your equipment.
Understanding calibration frequency starts with recognizing how important it is to calibrate your equipment. When you calibrate your equipment properly, you ensure its measurements are inside a known value’s predetermined range. If the measurements fall out of an acceptable range, you can calibrate the equipment, adjusting the equipment’s measuring system to ensure its results fall into the known value’s acceptable range. By calibrating the equipment regularly, you’ll receive greater equipment accuracy.
Various factors can affect your instrument’s measurements, causing them to drift or fall out of the appropriate range. For example, workplace error, improper handling, operator error and huge temperature swings can all affect an instrument’s accuracy. Inaccurate readings can cause you to discard acceptable parts, run unnecessary tests and perform other production inefficiencies.
Since most equipment needs routine calibration to ensure it delivers accurate measurements, you need to understand how often you should calibrate your equipment. As you develop a routine calibration schedule, you’ll find that different instruments and machinery will have different equipment calibration frequency requirements. By developing a calibration schedule based on your equipment’s unique needs, you can keep it in the best condition possible.
Since calibrating your equipment on a particular schedule is crucial to your success, you’ll want to understand the main times you may need to calibrate your equipment. For example, creating a calibration schedule based on a manufacturer’s recommendation calibration intervals or after a predetermined number of uses can help you develop a schedule that keeps your equipment calibrated properly without wasting time recalibrating unnecessarily.
Here are eight times you’ll want to calibrate your equipment:
When you want to know how often to calibrate instruments, it’s best to start with the manufacturer’s recommended calibration intervals. Usually, a manufacturer will specify the calibration frequency of their instruments in the owner’s manual. These specifications will tell users how to calibrate their equipment at the right intervals.
However, manufacturer-recommended calibration intervals may not be enough for certain applications. Some equipment may need to be recalibrated more or less frequently based on use or industry standards, so it’s crucial to adjust your calibration schedule as necessary based on the application. Some industry standards that may apply to your equipment include ISO 9001 Registered by NQA and ISO/IEC 17025 and ANSI/NCSL Z540-1-1994 Accredited by ANAB.
When your equipment experiences a potentially harmful event, such as an object hitting it, the equipment may no longer function properly. If you want to ensure your equipment works correctly, you can calibrate the equipment to check its integrity.
Even if the event didn’t cause a visible physical defect, such as a damaged connector, scratch or dent, it’s still important to calibrate the equipment. While physical defects might not be present, the equipment’s functionality could have been affected. By calibrating the equipment, you can verify nonvisible internal components are working appropriately.
Many companies choose to calibrate their equipment on a particular schedule, such as monthly, quarterly or semiannually. However, some companies wait even longer, only calibrating their equipment annually or biannually. As you decide how often to calibrate your instruments and machinery, you may want to consider how often you use your equipment and how important its accuracy is when selecting the right equipment calibration frequency.
Here are some of the most common routine calibration periods and information on why companies choose these schedules:
When you’re preparing for a major project, you should recalibrate the instruments you’ll use for the project. Before the project, send the instruments to a lab or bring in a trained calibration technician to ensure your equipment is calibrated to the project’s needs. After you receive the results, you can be certain your instruments will perform at the optimal level.
After you have your equipment calibrated, you may want to lock it in storage if you can until you begin using it for a project. By storing the equipment in a safe location, you can ensure the instrument’s accuracy isn’t affected before a major project you require it for. When you both test and protect your equipment before a critical project begins, you can be much more confident in the results you receive and take appropriate action based on them.
In addition to calibrating equipment before a critical project, it’s best practice to calibrate your equipment following the project’s completion. Many companies have their equipment calibrated immediately after a project since the calibration results will tell them if they can trust the equipment’s accuracy.
Essentially, a test immediately following a project’s competition can help safeguard you against potentially inaccurate results, even if you were confident in your equipment’s accuracy before the project. Having your equipment calibrated before and after a critical project ensures no intolerance conditions occurred during any point of the project.
As your equipment gets older, you’re more likely to see equipment’s accuracy start to drift faster than it did earlier in its life. When your equipment gets older, you’ll want to monitor it closely, tracking how often your instruments require calibration and taking year-over-year calibration tests. With this data, you can spot when your aging equipment starts to need more frequent calibration.
Once the equipment starts showing more inaccurate results, you’ll likely want to start calibrating it more regularly. Increasing the frequency of your calibration for older instruments can help you catch any performance dips before they start delivering even more inaccurate results.
Some jobs require companies to use certified test equipment that’s been calibrated, no matter the size of the project. The most common requirement for these types of jobs is to have the equipment calibrated annually, meaning that if you had it calibrated within the last year and have the test results, you could likely proceed with the job.
Of course, other jobs have different requirements, so you need to know if you need to take any industry standards or client requests for calibration into account before beginning a job. A job’s unique calibration needs are often affected by quality assurance (QA) requirements, equipment applications and industry regulations. Be sure you take all of these factors into account. By calibrating your equipment on a schedule fitting a job’s needs, you can improve client satisfaction and comply with various regulations and standards.
A mechanical or electrical shock can significantly reduce the accuracy of a piece of equipment. Even if you can’t see any noticeable issues with a shocked instrument, you’ll still want to recalibrate it for accuracy. Microscopic changes can greatly impact an instrument’s efficacy due to the incredibly precise tolerances needed by some types of equipment. When you recalibrate your equipment following a shock, you ensure you can trust the equipment’s accuracy.
With modern technology, you can more easily track how often you’ve used a piece of equipment during a set time. This data can allow you to be much more proactive with your recalibration needs, scheduling calibration tasks after an instrument or machine sees a predetermined number of uses. Instead of calibrating every year or every quarter, you can calibrate based on use, helping you better prevent potential inaccuracies.
Since recalibration often comes down to how many times an instrument or machine has been used rather than how much time has passed since its last calibration, you can more effectively calibrate your equipment. For example, If you were previously calibrating a rarely-used piece of equipment every six months, you might be able to extend that date by paying attention to its use and recalibrating it after a specific number of uses instead.
By recalibrating based on usage, you can potentially extend the time between recalibrations, saving you time and money. Conversely, you can ensure frequently used equipment delivers accurate results by knowing how many times you can use it before it starts delivering inaccurate results. Instead of waiting for a specific amount of time to pass before you recalibrate an instrument, you can set recalibration to occur after a set number of uses, ensuring the instrument’s accuracy doesn’t suffer.
As you put together the right calibration schedule for your company, keep in mind that there’s no one-size-fits-all schedule for companies. Since your company has unique needs and specialized equipment, you’ll likely want to produce a schedule specific to your company. Luckily, you can use a few different methods to determine what schedule is right for you more easily, such as examining your industry’s requirements and taking equipment measurements.
Since the particular industry you’re in might affect how often you need to calibrate equipment, you need to be aware of your industry’s standards. For example, if you’re determining medical equipment calibration frequency, you might notice that you have to calibrate equipment more often, as medical equipment needs to be as accurate as possible for a patient’s safety. Whether you’re determining lab equipment calibration frequency or survey equipment calibration frequency, you must consider your industry’s requirements.
Besides determining calibration intervals by your industry, measuring equipment calibration frequency can help determine the right calibration date. In these measurements, you’ll pay attention to how long it takes for different pieces of equipment to need recalibration, adjusting your schedule based on these results. Additionally, you can track how often you use equipment, with the equipment you use more often likely needing more frequent calibration.
In addition to setting calibration frequency based on usage, you can also take your equipment’s environmental conditions into account. Depending on where you store and use your equipment, you may want to evaluate environmental conditions, such as vibration, humidity and temperature, since these conditions can affect your calibration equipment. You might also base your calibration schedule on your company’s quality program and the acceptable range of measurements.
Once you determine a routine calibration schedule that works for your company, let Garber Metrology help. We routinely test, calibrate and inspect equipment per industry standards for companies across various industries. When you use our precision calibration services, you can expect your equipment to be ISO 9001 Registered by NQA and ISO/IEC 17025 and ANSI/NCSL Z540-1-1995 Accredited by ANAB. Since we’re a one-stop shop for calibration, you can also expect a fast, industry-leading turnaround time, meaning your company will have less downtime when your equipment needs calibration.
With all of the advantages of working with us, please take a moment to request a quote or contact us for more information. | https://www.garbermetrology.com/calibration-frequency/ |
Many clinical trials involve the use of medical equipment to measure physiological parameters such as weight or blood pressure. To ensure the accuracy and reliability of these measurements, it is important to properly use and maintain all medical equipment and instrumentation associated with the clinical trial. A plan for meeting routine service and maintenance obligations as well as any quality control or quality assurance requirements should be in place prior to conducting the research.
Supporting documentation for activities such as re-calibration, temperature monitoring, or instrument setting changes (e.g. appropriate date and time zone) should also be maintained. It is also important to ensure staff are appropriately trained on how to use the instrumentation in order to provide accurate results in a safe and effective manner.
Before the equipment is used on any clinical trial subject, it must not only meet the manufacturer’s recommendations for proper functioning but must also meet any essential requirements specified in the protocol.
Adhering to this process will ensure safe and reliable function of the equipment and accurate measurement of the research parameters being evaluated:
NOTE: For equipment not maintained by the research team, verify that relevant ancillary groups (e.g. radiology, diagnostic laboratories) have guidelines in place to ensure the equipment is maintained to an appropriate level
University of Michigan Hospitals and Health Centers Medical Equipment Management Plan
University of Michigan Hospitals and Health Centers Research Pharmacy Policies and Procedures for Temperature Monitoring
Standard Practice Guideline (SPG) Templates for Clinical Trials
Maintenance and Use of Equipment and Instruments.docx
Appendix A SOP Equipment Sign Out Lending Log.docx
Appendix B SOP Equipment Maintenance Log.docx
Contact us at [email protected]. | https://michr-resources.org/261938-medical-equipment-and-instrument-use-and-maintenance |
Article courtesy of Master Calibrators Australia;
One of the more common questions that we get asked in regards to Calibration and HV Testing is how to interpret the reports and certificates issued. Reporting is perhaps equally as important as the actual testing or calibration procedure. It isn’t just a legal requirement, but good work practice and as such, should be something that you, the user, should have an understanding of.
Everything you need to know about the condition of your equipment will be displayed on this report. This article will do its best to explain what it is that you are looking at on reports, and what it means.
CALIBRATION CERTIFICATES
These have the most information and can be the hardest to digest. The front cover provides a great deal of information about the calibration company, the instrument owner, the equipment used during the calibration, and much more.
Starting at the top of the certificate, there must be a title, the name of the organization performing the calibration, which issued this certificate, and the date of issue. There must also be be a unique certificate number, issued by the calibration company.
Under this information will be contact information for the calibration company. The name and contact details must be unambiguously clear. Next to this will be the approved signatory. Usually this will be the technician that carried out the calibration and is the individual that is authorizing the calibration certificate.
Customer details and instrument description will be next in line. Customer details should include name and address and the instrument description must include make, model and serial number. Environment conditions are self-explanatory, these are the temperature and humidity conditions that the meter was calibrated under. Directly under environmental conditions, will be a comment section. This is where the technician will make any comments that are relevant to the meter being calibrated.
Moving to the bottom of the front page now, and at this point, we are listing the Traceability information. Traceability is the unbroken record of documentation. A client’s meter will of course be tested by a calibrator (or standard) and that calibrator (or standard) will need to be calibrated by another Standard and so forth. For each calibration, there must be documentation. This line of documents makes up Traceability. On calibration reports, it will be the Test Standard that was used to calibrate the clients meter. It must list the serial number, certificate number, date calibrated and the calibration period between calibrations. All this information can be presented at a moments notice if required.
The final piece of information on the front page will be the name of the technician and date that the calibration was carried out as well as a disclaimer at the bottom that highlights that the certificate complies with. We recommend a minimum of ISO10012:2003, ISO17205:2005 and ISO9001:2008.
The following pages will display the actual test results. The test results fall under 5 headings. Test Title, Tolerance, Applied Value, Reading, and Pass / Fail.
- Test Title will be the title of the test. This is usually the Range of the meter that is being tested.
- Tolerance is a value that the meter is allowed to be within. This is calculated by the calibration software and is based on the specifications outlined by the meters manufacturer.
- Applied Value is the test value that is being applied to the meter under test.
- Reading is the value that the meter under test is displaying.
- Final heading is Pass / Fail. This is an overall result for that test. It has either Passed or it has Failed, based on weather the Reading, was within the specific Tolerance, of the Applied Value.
There should always be a variety of tests, conducted on each meter function and range. A reputable calibration certificate will never have only or two tests per function. This is not correctly or accurately confirming that the meter is functioning correctly and reading accurately across it’s full range. Depending on the type of function and range, you should see at least three to five tests on each function and range.
At the bottom of the Test Result pages will be the uncertainties of the calibrator’s applied values. It is important to mention here, that everything has uncertainty. For example, when you lift your arm to check the time on your watch, there is a certain amount of uncertainty that the time you are looking at is in fact the correct time. It might be 1 millisecond either way. Whenever there is an aspect of measurement involved, there will be a certain amount of uncertainty.
EQUIPMENT TESTING
Equipment Test reports are a bit easier to follow, as there is less information to digest. Starting at the top of the report will be the Title as well as the Testing Company’s contact details.
There will also be a note referencing the National Standard or any relevant document/s that the equipment is being tested to. The exception is when one test report contains various tests, all conducted to different standards. When this is the case, the reference standard may be listed on the test line. This approach is often taken for HV Testing of Safety Equipment or inspection of Rigging and Lifting Equipment because there are a very large variety of Standards / Documents that could be referenced for Electrical Safety Equipment. For other equipment, such as EWP’s or Height Safety Equipment, there are one or two overarching Standards that cover the testing procedure. For Electrical Safety Equipment, the number of Standards used and referenced is much higher.
Next on the report will be the details of the client. This will include name, address, contact details, date tested, date due and a unique Job Number. Any comments are also be added here. Equipment Traceability will be listed directly under the client’s details. This is the information of the equipment the Tester has used to test the equipment.
The remainder of the test report will be the actual test results. This will include but not limited to Asset ID, Item Description, Visual inspection, Test Voltage in kV, leakage results in mA and an overall Pass / Fail result.
- Asset ID is an individual and unique identifying ID number (or name) assigned to that item, and that item only. It allows test results to be tied back to a particular item.
- Item Description gives a brief description of the item being tested. It should be descriptive and use commonly accepted industry terminology.
- Visual inspection field is a simple yes or no option. If the item is in good working order visually, this will receive a tick. It is visually unfit or unsafe for use, no tick will be given and the item will fail on visual grounds. No further electrical test are performed.
- Test Voltage in kV shows the Test Voltage that is applied to Electrical Safety Equipment during the electrical test. This is usually as defined by the Standard, however sometimes best practice or client requirements dictate a higher test voltage. Be very careful if you are using a testing service provider who does not put a test voltage – they may not be performing an electrical test at all and purely performing a visual inspection.
- Leakage Results in mA are given as a means of measuring the level of insulation provided by the item, and to a lesser extent for monitoring equipment degradation over time. Again, we urge you to be very careful if you are using a testing service provider who does put a leakage current – they may not be performing an electrical test at all and purely performing a visual inspection.
- Pass / Fail result in most cases is based on whether the piece of equipment under test withstood the test voltage for the test period. If it withstood the test without a puncture, it will Pass. For some items, even if it has withstood the test and not punctured, but the leakage reading is above acceptable limits (taken from the applicable Standard) it may also be deemed as a Fail. | https://mobiletestncal.com.au/interpreting-test-and-calibration-reports/ |
The world of eRacing brings with it many challenges and one of the biggest is verifying and validating performance data. As a team, we are all committed to ensuring our set-ups and data are as accurate as possible, and that we strive to always be transparent. This is our commitment to each other, the community and the future of the sport.
Our commitment for all major races
Every rider will provide a weigh-in video on the day of the race, taken before the race. This will be provided directly to the relevant governing body as part of any pre-verification process.
All riders agree to adhere to the
eRacing Ruleset
published by Zwift, as well as any other rules published by other platforms and/or organisers.
Every member of the team is responsible for ensuring their equipment is properly calibrated and running the latest software.
All team members will
dual-record their performances
.
Every rider commits to having up-to-date power recordings ready to share with any other governing body as and when required to do so.
Where possible, all riders will livestream their performances and share corroborating material to verify their equipment setup if asked by a governing body.
We will all contribute to the conversation to help ensure a clean sport and offer our advice and assistance wherever possible.
We will continue to expand and develop our Transparency commitment and internal guidelines as new standards and appraoches are developed. | https://www.canyonzcc.com/transparency |
Here’s a repost of the information found in our troubleshooting guide:
A valuable skill to acquire is the ability to troubleshoot. It is a skill that is recognized in NGSS. Below we will share several common problems with a few suggestions on how to solve that problem.
Problem: Sketch (code) upload to Arduino
In the Arduino IDE the user is unable to upload a code.
Solution:
First, make sure the selected port is correct with the Arduino Uno under the “Tools” menu bar.
Make sure Experimental Platform isn’t running at the same time as IDE.
Unplug USB from computer and push the “Reset” button on the Arduino Uno board.
Exit out of everything and try uploading again.
Make sure ArdusatSDK library is uploaded into Arduino IDE, and you have chosen the correct sketch to upload onto Arduino.
Check and follow each individual wire and make sure it is connected correctly and matches the wiring diagram provided.
Be sure the code matches the example code provided on the Experiment/Mission guidelines.
Make sure your code is correct by selecting Verify and then upload once the verifications are all correct.
Note: At the bottom of the IDE there will be suggestions and solutions to coding problems to help perfect your code.
Problem: Experiment Platform is not working properly:
Solution:
Make sure the Arduino IDE is still not uploading code onto the Arduino Uno board.
Be sure Serial Monitor on Arduino IDE is not running.
Quit the Arduino IDE completely.
Exit platform and try re-opening.
Check port connection and make sure it matches the one in the Arduino IDE.
Try disconnecting and reconnecting the port.
Check wiring on sensor and make sure the Experimental Platform is reading the sensor on the left hand side of platform.
Check Baud Rate to make sure they match from the code on the IDE to the Experimental Platform. (Usually 9600)
If the Experiment Platform STILL doesn’t work try uninstalling and installing Google Chrome.
Problem: No Sensor Data in Experiment Platform
If sensor is not responding when conducting an experiment or mission:
Solution:
Be sure the sensor is connected to ground and power on the rails of the breadboard.
Then make sure the breadboard is connected to a power source and ground on the Arduino Uno. Be sure you have the sensor connected to the SDA and SCL data ports.(A4 & A5)
Check to make sure each sensor is wired up correctly, reference the wiring guide on the Ardusat website under Learning Recourse.
Do you have the wires connected to the correct Input/Output pins on the Arduino Board? (Analog or Digital ports)
Make sure to include beginAccelerationSensor(); in the setup() function for the Acceleration Sensor, or the appropriate begin() command for the corresponding sensor.
If all else fails check the software (Arduino IDE and Experimental Platform) or try re-wiring from the beginning.
General tips:
Tip #1: Do not try to upload new sketches to the Arduino Uno while still connected to the Experiment Platform.
Tip #2: Beware that Arduino Uno will not work properly if placed on a metal surface or table. | https://community.ardusat.com/t/basic-troubleshooting/43 |
Biomap can help you secure the ongoing accuracy of your instruments using our traceable calibration services designed specifically to meet the needs of the pharmaceutical industry. If the equipment used to control/monitor the environment in which your products are stored is not calibrated regularly, your products are in danger of deterioration, putting consumers and your business at risk.
Our calibration service allows you to keep track of the performance of your instruments to give you peace of mind that your storage environments are functioning correctly. It can also help you to reduce costs and downtime associated with any issues that might arise.
Most instruments should be calibrated every 12 months, but this interval might be shorter dependent upon the equipment (subject to risk assessment). | https://www.biomap.co.uk/services/calibration-services/ |
Threat Intelligence Sharing as an Effective Cyber Security Strategygiusel
What is cyber Threat Intelligence?
Cyber Threat intelligence is information gathering and analysis that helps organizations understand the nature of cyber threats and vulnerabilities. Also, it helps with proactive protection and preparedness to mitigate the risk in the event of an attack. In addition, it allows organizations to correlate data from various sources to make better decisions about their security posture.
Types of Threat Intelligence
- Strategic.
- Tactical.
- Technical.
- Operational.
Strategic
The purpose of Strategic Threat Intelligence is to provide a long-term view of an organization’s risk. The Strategic is an essential component for any organization because it helps identify threats and vulnerabilities before they happen. Also, the current intelligence allows companies to understand them, assess the risk, and decide on a course of action.
Tactical
Tactical threat intelligence provides insight into the plans and motives of the attacker. Moreover, it offers information about what threats are active in a particular region or industry niche and how to deal with the attack effectively. Generally, tactical intelligence is often used with other defensive techniques to combat a cyber-attack before affecting the organization.
Technical
Technical Threat Intelligence is an analytical process that helps security professionals and organizations identify, classify, and prioritize new cyber threats. Naturally, its process begins with detecting a new threat by a third party or through proprietary methods. Then, the process classifies the new threat to evaluate how severe the risk of the particular cyber-attack is. Therefore, it helps to determine what type of countermeasures would be most effective for countering this cyber-attack.
Operational
Companies use Operational Threat Intelligence (OTI) for day-to-day activities to ensure the cyber protection of their employees on the job. Also, organizations can use OTI for incident response by providing real-time insights about malware, new attack vectors, vulnerabilities, or other security issues.
Benefits of cyber Threat Intelligence
- Assists Intelligence Analysts to discover bad actors and implement precise predictions to evade information theft.
- Supports Security Analysts to improve the cyber defense process of an organization.
- Facilitates Vulnerability Management because it collects and analyzes information from different data sources.
- Assures that Security Operations Centers (SOC) receive notifications from incidents in real-time.
- Enables the Computer Security Incident Response Team (CSIRT) quickly incidents investigations, analyses, and responses.
What is the Threat Intelligence Lifecycle?
Threat Intelligence Lifecycle (TIL) is a process that organizations follow to maintain their information security. It helps them identify threats and take the necessary steps to manage the risk of attack.
Key Objectives of each phase in the Threat Intelligence Lifecycle
- Direction.
- Collection.
- Processing.
- Analysis.
- Dissemination and Feedback.
Direction
The Direction phase allows set goals for the threat intelligence program. Generally, security organizations should understand the types of threat intelligence to protect assets and respond to threats.
Objectives of the Direction Phase:
- Define the strategy for developing and implementing a threat intelligence program involving different departments led by the senior team.
- Establishing a budget for developing, maintaining, and deploying the threat intelligence program.
- Developing an understanding of the threats that might affect the organization, including identifying new types of malware or malicious actors.
- Determining what assets and business processes are vulnerable to attack. How to protect them.
- Identifying gaps in security intelligence and resources needed to close them.
- Assign roles and responsibilities for staff involved.
Collection
The collection is the process of accumulating data from different sources to help organizations identify and analyze future threats.
Objectives of the Collection Phase:
- Gathering information about threats by analyzing social media, websites, and forums.
- Infiltrating closed sources such as dark web forums.
- Scanning open-source news and blogs.
- Pulling metadata and logs from internal networks.
- Supporting conversations and targeted interviews with knowledgeable sources.
Processing
The Processing phase takes the raw data from the collection phase and summarizes it. Therefore, the Processing phase involves creating structured, manageable data sets out of raw data. Then, here is where data analysts identify which threats are most important to the company. Hence, they produce a final report on their findings, summarizing what they found and recommending handling the situation.
Objectives of the Processing Phase:
- Cleaning up data (removing duplicate entries or discrepancies between different datasets with similar content) and reorganizing information before interpretation.
- Define the threats ( where they come from, how they manifest themselves).
- Preparing the data for analysis, which is the next stage of the Threat Intelligence Lifecycle.
Analysis
The Analysis phase of the TIL is about using information collected and processed intelligence to produce intelligence for a company’s needs. Also, the Analysis period has two parts, analysis by humans and machine learning algorithms.
Objectives of the Analysis Phase:
- Analyzing data to find any patterns or connections that might help predict a possible incident.
- Define implications that may come with their use of different technologies like Artificial Intelligence.
- Prioritizing these threats based on their severity and what other operations may be affected by them, like human safety or finances.
- Determining how we can counter these threats, like ongoing collaboration with partners or implementing new security features in our software products.
- Evaluating what type of intelligence is needed to counter the current threat and who has those pieces of intelligence.
- Produce Data Protection Objectives (DPOs) against cyberattacks, physical attacks, insider attacks to protect the organization and customer data.
- Validate conclusions through machine learning algorithms that are trained on known malicious behavior on the job.
Dissemination and Feedback
The Dissemination and Feedback phase informs the stakeholders about potential risks, vulnerabilities, and threats discovered in the organization during previous phases. Companies can spread information and measure its impact on people’s lives through the current stage to improve their processes.
Objectives of the Dissemination and Feedback Phase:
- Provide updates on the latest intelligence to all stakeholders.
- Publishing information through blogs, wikis, or social media posts.
- Utilizing feedback from stakeholders and creating a plan for improvements the future campaigns.
What are Threat Intelligence tools?
Representatives from the intelligence community define a Threat Intelligence tool as a software application that enables users to collect, process, store, and display information about security threats to assist organizations in managing their cybersecurity.
Best 5 Threat Intelligence tools
UTMStack
UTMStack is a free Next-Gen SIEM and compliance platform that helps SMBs identify and mitigate cyber threats. Also, the tool involves all the phases of the intelligence cycle, such as analysis, collection of data, and more. However, it includes the development and implementation of protection measures and up-to-date monitoring to have better prevention. UTMStack uses threat intelligence solutions from multiples IP feeds and blacklisted domains to detect the most complex attacks. In addition, it’s capable of reporting any threats.
In conclusion, UTMStack is an intelligent information processing system that delivers all cybersecurity services. Some of them are SOC as a service, Penetration Testing, Vulnerability Assessment, Dark Web Monitoring, etc. Also, how the SIEM flattens the learning curve, customers can easily understand whether they are being attacked and by whom.
IBM X-Force
IBM X-Force Threat Intelligence is a cloud-based analytic software that provides valuable information about potential cybersecurity threats and attacks. Generally, IBM analyzes data from the dark web to get information about potential threats. Also, the threat intelligence database is updated continuously based on new findings and intel sources. On the other hand, the tool can analyze over 400 million events per day to provide users with updates on emerging information. In addition, IBM offers a score to evaluate the risk level of threats.
McAfee Enterprise Security Manager
McAfee SIEM is a threat intelligence tool for enterprises to monitor their networks and systems. It provides an overview of the current threats that the enterprise is facing to help them make informed decisions. Also, McAfee detects the newest threats without slowing down and without human intervention, ensuring that experts have access to updated data. The SIEM can be set up to automatically block any new threats before they reach the company’s network or system. Also, it has a wide range of advanced analytics.
SolarWinds Security Event Manager (SEM)
The security intelligence tool from SolarWinds is a free and open-source platform that provides detailed information about events or anomalies. In turn, it allows an immediate incident response by IT experts in organizations. Also, it identifies threats by correlating events from different sources like network flow records, vulnerability scans, malware alerts, etc. However, the SEM Threat Intelligence Platform was designed for environments where security teams need to protect high levels of criticality.
LogRhythm
LogRhythm threat intelligence tool is a security system for IT administrators and security analysts. In turn, it aggregates, analyzes, and stores data from various sources to provide action. Also, the SIEM through SOC allows monitoring malicious activities and alerting experts when something suspicious is found. LogRhythm’s developers designed the system to be scalable, flexible, enterprise-grade. The software also has a REST API to integrate with other third-party products. | https://utmstack.com/threat-intelligence/ |
Artificial intelligence (AI) is undoubtedly the future of humanity. As it stands, AI can improve work function in any field, augmenting humans’ work.
Hacking A Plane, Tesla & Cell Phone with the World’s Greatest Hacker
One area AI flexes its potential is cybersecurity. With growing concerns of top companies over data theft, maintaining safe cyberspace has become a top priority for many people.
AI makes it much easier to detect and respond to threats. Moreover, its capacity to learn and adapt makes it a powerful tool for combating cybercrimes.
When it comes to the healthcare industry, there are multiple exchanges of medical information between patients and physicians. As such, they may ask for all sorts of relevant information. Health workers need detailed history to make accurate diagnoses and treatments.
All these kinds of information can be used against an individual if they land in the hands of criminals. In line with this, some patients are apprehensive about sharing information.
With cyberattacks on the rise, they want to ensure that their information is kept private to avoid data exposure. Information exposure tramples their right to privacy and can also put them in danger. That is because the information in the wrong hands can be very dangerous.
As healthcare organizations increasingly rely on electronic health records, it is important to ensure that these records are protected from unauthorized access. As such, the need for a safety net becomes apparent. Hence the introduction of artificial intelligence.
Then again, aside from the merits AI has shown regarding data security, the healthcare industry proffers existing measures to protect data. Ethical, legal, and other approaches are laid down for safeguarding confidentiality and data privacy.
On that note, organizations must abide by HIPAA compliance requirements to ensure privacy. Therefore, whether this individual is In the hospital or works with an organization, the information must remain private.
HIPAA Regulations That Protect Data
HIPAA demands that organizations follow three major rules while protecting data. Before diving into AI, let us discuss what HIPAA compliance can do to strengthen your data protection efforts.
- The HIPAA Privacy Rule
This rule limits the extent to which a person’s health information is shared. It must be protected at all costs. The individual must consent (within 30 days) to any information release.
- The HIPAA Security Rule
The HIPAA Security Rule provides a set of standards that protect the electronic health information of an individual. To access this information, you must:
- Firstly, you have to ensure that the PHI is confidential, trustworthy, and available
- Secondly, you will offer protection against improper uses and disclosures of data
- Thirdly, you will safeguard the PHI against potential threats, auto exposure of medical information
- Lastly, you will update the policies and procedures to ensure the security rule remains valid
- The HIPAA Breach Notification Rule
You should inform the Department of Health and Human Services if a breach occurs. And the report must be done within 60 days of discovery. This ensures that efficient risk management is put in place.
You must also notify anyone whose information is affected within that same period.
Importance of Artificial Intelligence in Protecting Data
Artificial Intelligence tools can help prevent system breaches and protect data. The reason behind this is that as our reliance on data grows, so too does the threat of data breaches.
These AI tools can also be helpful in the health sector and other areas. Some of the uses of AI in maintaining security include:
- Threat Detection
Cybercriminals have come up with multiple ways to hack into any system easily. Unfortunately, this can happen before anyone can notice that something is wrong. This is why your organization needs artificial intelligence tools for early detection.
Some artificial intelligence tools can detect threats as soon as the attacker launches them.
This is possible through pattern recognition that uses complex algorithms and codes. The AI system updates these algorithms constantly so that the pattern remains unique.
AI also helps detect a malfunction In the system immediately after it begins. As soon as it detects the malware, it alerts the personnel working on that system to take action.
- User Authentication
Every day, criminals find ways to crack passwords and log into systems. This does not mean that passwords are not safe, but they are easy to breach. AI systems allow you to use biometric authentication.
To limit access to the system. This form of authentication can be the use of a palm or fingerprint. This is safer because, unlike passwords, criminals cannot duplicate fingerprints.
- Immediate Response to Threats
Early detection of a potential threat without immediate action is pointless.
Some AI systems offer solutions to tackling the attack on the system. Artificial intelligence tools can detect the threat and analyze it before alerting you.
The AI system can isolate the malware from other files to prevent adverse damage. This keeps the system safe from attack until you can solve the problem.
- Correction of Oversights
Sometimes, human personnel may miss a few gaps in the system that cyber attackers can leverage. Artificial Intelligence systems can correct such oversights by updating the system constantly. This is why it is advisable to invest in automated AI tools.
Note that this does not mean the system can carry out human functions. On the contrary, the personnel in charge must play their part to avoid any problems.
- Data Encryption
Artificial Intelligence tools can encrypt data to enhance privacy. Doing so will prevent the attacker from decoding data if there is a breach in the system. In addition, this will ensure that the information remains private until the organization can retrieve it.
Importance of Data Protection
Whether in health, business, education, etc., there is a need to keep certain information private. Many things can go wrong if such details get into the wrong hands. Reasons why data protection is important to every sector, include:
- Protects the right to privacy of every individual
- Keeps sensitive information away from the wrong ears
- Protects the authenticity of an organization
- Protects organizations from cyber attackers
Conclusion
Artificial Intelligence makes it safe. With the use of artificial intelligence tools, you can protect your system from cyber attacks. If you shield your system from attacks, you will shield the data in it. Therefore, investing in ai tools and obeying HIPAA regulations is advisable. | https://www.rebellionresearch.com/the-use-of-artificial-intelligence-in-data-protection |
One of the most critical aspects of EHS management is ensuring that data is protected and accessible only to those who need it. With the rise in artificial intelligence (AI), this is becoming even more important.
AI can help automate many of the tasks involved in EHS management, making it easier for organizations to keep track of data and protect it from unauthorized access. This improves data security and makes it easier to comply with regulatory requirements.
In this article, we’ll explore how AI can help you in effective EHS management. Let’s dive in.
Here are three ways AI can help:
1. Data Collection
Data collection is one of the most critical tasks that EHS managers must carry out to ensure a safe and healthy workplace. There are several ways in which AI can help with data collection. For example, it can automatically detect and track hazardous materials, Occupational Exposure Limits (OELs), and other health-related information in a workplace. It can also be used to create safety reports that provide detailed information about the safety conditions in a workplace.
In addition, AI can be used to automate the process of collecting data from employees. This means that instead of having employees manually fill out forms each time they’re required to report something, all the relevant data is automatically gathered and stored in a database. This makes it easier for management to track progress and identify issues early on.
2. Model Training
AI can help manage environmental health and safety (EH&S) by automating specific tasks and providing better insights into complex problems. One example of how AI can be used in EH&S is its ability to model training. This is a process where AI creates digital models that can be used as human learning tools.
Doing this allows trainers to spend less time teaching and more time actually training people on using the software. This saves time and money, reducing the need for repetitive training sessions.
Moreover, AI can identify errors and inconsistencies in regulations or practices. Doing this can provide valuable feedback that can help improve overall standards in an organization. It can also help identify potential hazards before they become serious accidents or incidents.
3. Predictive Analysis
Artificial Intelligence can also be used to predict future events. This is known as predictive analysis, which involves using advanced algorithms to predict the likely occurrence of certain events.
One example of how AI could be used this way is by monitoring trends and patterns over time. Doing this can help identify potential problems or hazards before they actually happen.
Predictive analysis can also be used to create models that simulate different scenarios so that managers can better understand how things might play out in a particular situation.
This information can then be used to make informed decisions about future risk management. It can also help identify potential solutions to complex problems before they become a problem.
Conclusion
As you’ve seen, AI can significantly help EHS management. With the right approach and tools like VelocityEHS, it can help not just in identifying threats but also in finding and fixing them on time.
The outcome will significantly impact your business’s bottom line – that is why more companies are using this powerful tool to manage EHS effectively.
But be ready for AI’s transformation when applied to such a sensitive area as safety. It may lead to significant changes in how businesses approach security. | https://www.sknr.net/2022/11/15/how-artificial-intelligence-can-assist-in-ehs-management/ |
What are the emerging trends in security?
Ransomware is one of the most common threats to any organization’s data security, and this threat will continue to increase and evolve as a top cybersecurity trend in 2021. Ransomware attacks plague organizations with data theft and economic blows due to the costs of recovering from these attacks.
What is trending in cyber security?
And more cybersecurity startups have notched unicorn valuations of at least $1 billion in the first four months of 2021 than in all of 2019 and 2020 combined. Keep reading to wise up on what are expected to be the 10 biggest cybersecurity trends in 2021.
What are the 5 threats to security?
This article will cover the top 5 security threats facing businesses, and how organizations can protect themselves against them.
- 1) Phishing Attacks. …
- 2) Malware Attacks. …
- 3) Ransomware. …
- 4) Weak Passwords. …
- 5) Insider Threats. …
- Summary.
Which are the emerging protection technologies?
Top 5 Emerging Technologies That Are The Future Of Cybersecurity
- Hardware Authentication. …
- Artificial Intelligence & Machine Learning. …
- Automated and Adaptive Networks. …
- Blockchain Cybersecurity. …
- Zero-Trust Model. …
- Does cybersecurity have a future? …
- Will cybersecurity die? …
- Is cybersecurity a good field?
What are the three types of security?
There are three primary areas or classifications of security controls. These include management security, operational security, and physical security controls.
Is Siem an emerging technology?
empow’s intent-based SIEM – which enables companies to detect and respond automatically to attacks, without human-defined correlation rules – has been selected the Best Emerging Technology by SC Awards Europe 2019 in the Excellence Awards: Industry Leadership category.
What are the new trends in research on Cybercrime?
Yes. You have identified important types of cybercriminal techniques and Internet data transfer threats in recent years. Recently, new techniques and types of phishing and cybercriminal attacks using ransomware viruses have reappeared. Thus, the importance of improving cybersecurity techniques is growing.
What are the top three IT security threats today?
Top 10 Computer Security Threats to Prepare for in 2021
- Network Perimeter and Endpoint Security. …
- Mobile Malware. …
- 5G-to-Wi-Fi Security Vulnerabilities. …
- Internet of Things (IoT) Devices. …
- Deepfakes. …
- Highly Developed Ransomware Attacks. …
- Insider Threats. …
- API Vulnerabilities and Breaches.
What are the 7 elements of national security?
Paleri
- Military security.
- Economic security.
- Resource security.
- Border Security.
- Demographic security.
- Disaster security.
- Energy security.
- Geostrategic security.
What are security issues?
A security issue is any unmitigated risk or vulnerability in your system that hackers can use to do damage to systems or data. This includes vulnerabilities in the servers and software connecting your business to customers, as well as your business processes and people.
What are the types of information security?
Types of InfoSec
- Application security. Application security is a broad topic that covers software vulnerabilities in web and mobile applications and application programming interfaces (APIs). …
- Cloud security. …
- Cryptography. …
- Infrastructure security. …
- Incident response. …
- Vulnerability management.
What is technology security?
Computer security, cybersecurity, or information technology security (IT security) is the protection of computer systems and networks from information disclosure, theft of or damage to their hardware, software, or electronic data, as well as from the disruption or misdirection of the services they provide.
What is cloud security in cyber security?
Cloud security is a discipline of cyber security dedicated to securing cloud computing systems. This includes keeping data private and safe across online-based infrastructure, applications, and platforms. … Cloud providers host services on their servers through always-on internet connections.
What new developments in technology there are to improve cyber security?
AI and Machine Learning
AI and machine learning is a major contributor to the advancement of cyber security. Machine learning is being used to identify malicious behavior from hackers by modeling network behavior and improving overall threat detection. | https://sh3llc0d3r.com/on-the-internet/which-of-the-following-are-emerging-trends-in-security.html |
The applications for the market are segmented into BFSI, Defense & Intelligence, Healthcare, Retail, IT & Telecommunications, Government and Others, which includes education and manufacturing sectors. Today’s cybersecurity market presents an opportunity for stakeholders largely due to the rise of cloud-based services and increased use of the Internet for online financial transactions.
This report highlights different solutions in the cybersecurity market including Identity and Access Management (IAM), Encryption, Data Loss Prevention (DLP), Firewalls, Antivirus & Antimalware, disaster recovery, risk and compliance management, and other solutions. Solutions include Unified Threat Management (UTM), Distributed Denial of Service Mitigation, and Web Filtering.
In addition, the report offers major regional analysis of North America, Europe, Asia-Pacific, Middle East and Africa. The estimated and forecast market revenue considered in this report is the sum of software, hardware, and subscription services prices.
This report also offers insights into the market drivers, restraints, and opportunities, which have been gathered through primary and secondary research. The strategies adopted by companies in the cybersecurity market are provided so that the readers can analyze the ongoing trends in the market.
The report provides market share analyzes and key vendor profiles for leading cybersecurity companies.
COVID-19 has had a massive impact on society since the start of 2020. This report examines the impact of COVID-19 and the economic downturn it has created.
With people relying more on technology, cyberattacks have increased. The demand for cyber security solutions is expected to increase and drive the cyber security market.
The report includes:
– 79 data tables and 87 additional tables
– An up-to-date review and analysis of global cybersecurity technology markets
– Global market trend analyses, with data from 2020 to 2021, estimates for 2022 and 2024, and compound annual growth rate (CAGR) projections to 2026
– Highlights of the upcoming market potential for Cyber Security industry and areas of interest to forecast this market in various segments and sub-segments
– Assessing and forecasting the global cybersecurity market size, projected growth trends, and corresponding market share analysis by type, solution, deployment mode, organization size, user industry final and region
– Discussion of key market dynamics (DRO) in the cybersecurity industry, technology updates, value chain analysis, and implications of COVID-19 on the progress of this market
– Overview of recent industry structure, current competitive scenario, key growth strategies and company value share analysis based on their segment revenue
– Descriptive company profiles of major global players including Accenture PLC, Dell Technologies Inc., IBM Corp., Microsoft Corp. and Thales Group
Summary:
The internet has become an essential part of everyday life in today’s modern society due to its ease of information sharing, accessibility, messaging, and applications, among others. The growing number and variety of connected devices, as well as digital services, continue to create security challenges for both businesses and individuals.
Combined with the growing complexity of IT systems, tightening regulations and the growing importance of geopolitics, these trends are driving the demand for security products and services. However, the convenience offered by the Internet, as well as Intranet, also increases the risks of cyberattacks if users do not implement cybersecurity solutions.
Cybersecurity challenges are increasing with the expansion of the internet and, in turn, the world of hacking is also growing faster.
Cybersecurity is a concern for individuals, small businesses and large organizations as cyber threats and attacks are on the rise. Attackers are now using more sophisticated techniques to target systems.
Thus, all types of organizations, whether IT or non-IT businesses, understand the importance of cybersecurity and focus on adopting all possible measures to deal with cyber threats. The data.
These security challenges are sure to be exacerbated as the Internet becomes increasingly convenient for a variety of everyday applications, including banking, online bill payments, online shopping, online entertainment, messaging and media sharing, among others. According to IBM’s Cost of a Data Breach Report 2021, data breach costs increased by 10% on average, year-over-year, from
REDACTED in 2020 to REDACTED in 2021. Additionally, remote working and digital transformation due to the COVID-19 pandemic have increased the average total cost of a data breach in REDACTED.
Advances in various technologies such as cloud computing, wireless, BYOD (bring your own device), telemedicine, Internet of Things (IoT), artificial intelligence (AI) and others have created a new avenue for dangerous cyberattacks and other Internet-based threats. This has increased the need for end-user organizations and technology service providers to implement robust security measures. With the rise of cybercrime, systematic crime and the risk of data loss and hacking, cybersecurity has become a necessity for businesses. Cybersecurity is the process of protecting Internet-connected systems, including hardware, software, and data from cyberattacks. Security, which is designed to maintain the confidentiality, integrity, and availability of data, is a subset of cybersecurity.
Cyberattacks can be extremely costly for businesses to sustain. In addition to the financial damage to the business, a data breach can also inflict incalculable reputational damage.
According to Cybercrime Magazine, cybercrime will cost the world REMOVED every year by 2025. In addition, the global costs of cybercrime are expected to increase by nearly REMOVED every year for the next four years.
Concepts such as the pandemic, cryptocurrency, and the rise of remote working come together to create a target-rich environment for criminals to take advantage of. Regulations such as the General Data Protection Regulation (GDPR) require organizations to take better care of personal data held by an individual.
Read the full report: https://www.reportlinker.com/p04316851/?utm_source=GNW
About Reportlinker
ReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need – instantly, in one place. | https://bizimkasa.com/cybersecurity-technologies-and-global-markets/ |
Cybersecurity has drastically evolved since it was first developed. Although people primarily associate cybersecurity with computers, the concept has more implications than just this. The first cyber-attack happened in 1903, where Morse code messages were projected on a screen in an auditorium during a presentation.
More than 100 years later, hackers have developed more sophisticated methods of breaking down into cybersecurity systems. The methods and tools used for hacking have increased, making it easier to attack individuals and businesses as well. The tools, known as Exploit Kits, are designed to exploit vulnerabilities and weaknesses in PCs or servers.
Effective cybersecurity is not as much about protecting a network as it is about protecting a website or server. Accessing networks is more difficult for hackers since most of them have a firewall in place which hackers can’t penetrate.
Vulnerabilities in Cybersecurity
Governments and enterprises alike are faced with hyperconvergence. Their connected systems put their sensitive data and intellectual property at very high risk. The data becomes available in private and public clouds, on removable media, and on other devices they use in conducting their business.
The biggest challenge of securing data is mostly embedded in the number of devices in use. On average, most organizations have about 23,000 mobile devices in use by their teams. Cyber-defenders have their hands full when it comes to the prevention of infiltration by malware.
Lack of visibility in how data is used across the enterprises through personally-owned and hosted applications make it easy for cyber attackers to strike. Regardless of how the attacks originate, the final effect is that they inflict damage to enterprises. Even the most comprehensively designed systems can become compromised in a single malicious or unintentional act.
Enterprises are faced with various vulnerabilities that make them prone to cyber-attacks because of all these factors. Vulnerabilities refer to types of weaknesses present in the computer system, in a set of procedures, or anything that exposes data to a threat.
Some vulnerabilities include bugs, weak passwords, virus infections, missing data encryption, buffer overflow, and path traversal, among others. Cyber attackers also capitalize on the use of broken algorithms, redirection to untrusted sites, codes without integrity checks, cross-site scripting, and forgery.
While it’s possible to protect computers from vulnerabilities by regularly updating software security patches, this approach may not be enough on its own. This is where more reliable cybersecurity approaches come in. Among them is cloud-centric cybersecurity.
Transitioning to Cloud-Based Cybersecurity
According to a study on cloud usage, 40% of enterprises have more than 10% of their workloads stored on public clouds. As enterprises make this move from physical to cloud storage, they need to get serious about adopting significant cybersecurity strategies and architecture accordingly.
The focus shouldn’t only be on a cloud-centric model, but also on redesigning a full set of controls for the public cloud. As it is, the public cloud is already taking over the existing premises network control hierarchy. However, to avoid anarchy, security defenders must be prepared for the hurdles that come with the move.
Three options available to them are backhauling, cleansheeting, and adopting CSP-provided controls by default.
Backhauling is the process of shunting traffic through on-premisesnetworks. It’s a shortcut method for shoehorning public cloud traffic into legacy solutions. However, it calls for a lot of configurations and presents users with potential performance issues and other scalability challenges.
The solution might be to adopt CSP-provided controls, but managing them in multi-cloud environments is another challenge.
Cleansheeting is another wave that is promising to cause a ripple in the future. It uses virtual perimeters and cloud-specific controls to manage complex multi-cloud environments. This option also requires an extensive investment of resources.
Almost 50% of organizations use the backhaul method, and about 15% tend to adopt cleansheeting. However, in the future, this trend will shift, with more enterprises adopting cleansheeting as the most popular practice for cybersecurity management. Despite the high cost and complexity of cleansheeting, the approach can support multi-cloud environments and replace other solutions as the needs evolve.
The Future of Cybersecurity is in Cloud Security
For decades, enterprises and other organizations have feared the Internet so much that they have been functioning on isolated intranet connected through hard cables. It’s no wonder that most of them are yet to embrace the unlimited processing power that comes with cloud computing.
However, although cloud storage has become ubiquitous, many companies are still in fear. The worry is on how to control and secure the information they share with other parties. This issue has made cloud computing one of the polarizing issues for IT professionals.
According to opponents, not all cloud services are equal in their dedication to security. Some come with a poor configuration that can compromise internal policies that classify and protect sensitive data. Besides, not all cloud services offer strong authentication, encryption, and audit logging.
They also argue that cloud services fail to maintain and patch systems to avoid exploitation by cybercriminals. To which cloud security companies should respond by continuously evolving to face and overcome these threats and provide a bulwark of defense to users. Cloud services can take security issues a notch higher to offset the fears highlighted concerning cybersecurity. They can not only secure data within the cloud but also leverage the transformative cloud industry to secure end consumers.
Sophisticated attackers launch complicated attacks like the Wannacry pandemic. They have the means to bowl over legacy and traditional security. Modern-day attackers are cyber spies, using traditional espionage tactics and disruptive malware to bypass defense-based security measures.
For security officials to defeat cybersecurity attacks, they must transform their efforts into active profiles that hunt attacks as aggressively as they predict future attacks.
Effective and efficient prediction of future attacks calls for a transition into cloud cybersecurity. Cloud security can leverage instant analytics and big data over a large swath of end-users. This makes it possible to instantly address known threats as well as predict new ones that may overwhelm security.
Cloud security creates a collaborative approach that analyses event streams of normal and abnormal activity across all users. The upside of thistactic is that it builds a global threat monitoring system. As different users leverage the same cloud environment, cloud security becomes well-suited to building a collaborative environment. Through it, they can instantly predict threats through a universal monitoring system. Any detected threats are shared among users under the cloud umbrella.
The Way Forward
Cyber-attacks continue to be disruptive for both individuals and enterprises continually creating novel approaches to seeding malware and data theft. It’s crucial that security defenders actively work to disrupt the efforts of cyber attackers, spies, and terrorists through a collaborative approach to security. The aim should be to leverage the big data and analytics that thrive within the cloud.
It’s time to embrace the future of security fully, and that future is within the cloud. Predictive security in the cloud will overhaul cybersecurity in a way that will frustrate cyberspies for years to come. It’s a kind of technological advancement that will collect and analyze unfiltered endpoint data by exploiting the power of the cloud.
Users can make predictions about cyber-attacks and take the necessary precautions to protect against future and as-yet-unknown attacks. This means that predictive security can identify attacks that other cybersecurity solutions tend to miss. It also provides visibility into attacks that tend to evolve with time. In other words, cloud-centric cybersecurity offers the ability to hunt threats before the attacker hunts the system.
As a new approach to cybersecurity, cloud-based solutions will not only level the playing ground between the attacker and security teams, it’ll also go a long way in shifting the balance in the opposite direction to provide security with an advantage.
Cyber-attacks rely on surprise and stealth to disrupt, destroy, and steal data. Predictive security, on the other hand, works like a counter-intelligence agency. It hunts the efforts of cyber attackers before they strike. This is the innovative approach that makes cloud-centric cybersecurity the future of security.
Take Away
Addressing the issue of cybersecurity is not the responsibility of a selected few. As cybercriminals continue to advance their attack strategies, it’s also crucial that cybersecurity defenders develop new subduing techniques.
Use of passwords and security solutions are good measures, but not good enough, considering hackers still have ways of getting past these. This is where the need for cloud-centric cybersecurity comes in. The solution takes security a notch higher by making systems and data hard to access by attackers.
Through cloud-centric cybersecurity, defenders can use tactics like backhauling, cleansheeting, and adoption of CSP-provided controls. Backhauling requires a lot of configuration, but it’s highly effective in shunting data through on-premises networks. Most defenders prefer to use the cleansheeting approach, which makes use of virtual parameters in offering security solutions.
Most organizations are yet to embrace cloud-centric security solutions, but it’s undeniable that this is the path that most will follow for enhanced security. | https://cyberdetectpro.com/why-you-should-shift-gears-to-cloud-centric-cybersecurity/ |
Security Information and Event Management technology protects an organization from cyber threats. It generates security analysis alerts, and compliance purpose reports in real-time. It promises to enhance visibility into network, endpoints, applications, and data, with correlational security solutions. With the advanced machine learning & AI based engine, it adapts to any environment quickly. Further, we offer a highly scalable, cloud, and robust data collection through our cloud source with up to 50B event handling capacity per day.
Seceon pioneered the industry’s fully automated platform empowering Enterprises and MSSPs to analyze operational security data, detect cyber threats and vulnerabilities, and respond to security incident threats in real-time. Through the coalescence of Dynamic Threat Models, Machine Learning (ML) and Artificial Intelligence (AI) with contextual and situational awareness, Seceon proactively surface threats that matter, as well as automatically contains and eliminates them in real time. | https://litsdistribution.com/siem/ |
This is part two of a two-part article exploring how time perception can have an influence on the decision-making process. You can read part one introducing the concept of information distortion bias and prior research on the topic here.
Key findings
Overall, inducing decision-makers to adopt a limited time perspective increased information distortion in all the studies reported in the paper.
In other words - thinking that time is scarce led participants to rely more on their initial beliefs to evaluate subsequent information, and thereby increased the extent to which they displayed information distortion.
We first needed a manipulation of limited time perspective, which would induce some participants to think of time as running out. To do so, half of the participants were asked to write a short essay about a specific goal in their life they would wish to achieve but are lacking time to complete. The other half of the participants did not undergo this task and was defined as the control group.
All participants then completed the same choice task, during which they had to process information about deciding to commit to a new project. The information about the new project was presented piece by piece.
Results show that an early preference towards committing to the project tended to bias positively the information about the venture for all participants, but that the presence of the bias was even stronger for participants who adopted a limited time perspective.
In a second study, we examined the reasons why adopting a limited time perspective increased information distortion. A limited time perspective is known to drive a desire to derive meaning and satisfaction from life.
Thereby we observed that participants focused on the information that was emotionally relevant to them. In other words, time scarcity induced participants to want to defend their own perceptions of the world, which drove more information distortion.
We then examined whether adopting a limited time perspective also increases other biases in judgment and decision-making, in a way that may be similar to information distortion
As another decision-making bias, we examined the cause and consequence matching phenomenon, by which people tend to think that a big consequence (e.g. a war) is more likely to be caused by a large cause (e.g. a conspiracy) than by a small cause (e.g. a random accident). Limited time perspective increased the occurrence of this bias as well.
Finally, we examined whether we could replicate our prior findings with a more natural activation of limited time perspective through age. The idea was that younger individuals might naturally think they have more time ahead to accomplish their life goals than older individuals do.
Comparing a sample of older participants to a sample of younger participants, we observed the same pattern of key results, which is that older participants tended to distort information more than younger participants did when they were reminded of their age at the beginning of the study.
This result could contribute to explaining why older people hold stronger beliefs and are more likely to show very polarised attitudes, in contrast to younger people, who tend to be less polarised.
From research to reality
Information distortion is a key process to explain how our existing beliefs taint our interpretation of incoming information. The bias has been shown to apply across domains, such as legal, medical, and managerial decision-making.
Specifically, prior research has shown this bias to impact how decision-makers interpret information related to several candidates up for promotion, based on stereotypical beliefs about male and female and career/ family orientation. Therefore, information distortion is key to understanding how stereotyping influence choices, especially as regarding hiring and promotion decisions.
The current research demonstrates that thinking of time as a limited resource may drive more distortion, and therefore may lead to more stereotyping. Conditions in which people are reminded they might not have enough time in their life to accomplish their projects may induce more polarization in society in general, but also more biases on the work place.
The present research did not examine ways to reduce perceptions of limited time perspective, but any action that may remind people they will have time to accomplish their goals should participate in helping to alleviate the bias.
In addition, remaining aware that information distortion is more likely to occur when decision-makers believe their time is limited should contribute to reducing its occurrence.
Finally, information distortion has generally been shown to be reduced when people are motivated to adopt a systematic decision-making process by which they adopt perspective taking. Systematically reviewing information adopting somebody else’s lenses may therefore be especially helpful in circumstances when time scarcity is salient.
References
- Hart, William, Dolores Albarracín, Alice H. Eagly, Inge Brechan, Matthew J. Lindberg, and Lisa Merrill. "Feeling validated versus being correct: a meta-analysis of selective exposure to information." Psychological bulletin 135, no. 4 (2009): 555.
- DeKay, Michael L. "Predecisional information distortion and the self-fulfilling prophecy of early preferences in choice." Current Directions in Psychological Science 24, no. 5 (2015): 405-411.
- Russo, J. Edward, Margaret G. Meloy, and T. Jeffrey Wilks. "Predecisional distortion of information by auditors and salespersons." Management Science 46, no. 1 (2000): 13-27.
- Chaxel, Anne-Sophie. "How do stereotypes influence choice?." Psychological Science 26, no. 5 (2015): 641-645.
About the author
Anne-Sophie Chaxel is an associate professor of marketing at HEC Paris. She received her PhD in Marketing from Cornell University’s Behavioural Economics and Decision Research Centre.
This article is based on The impact of a limited time perspective on information distortion written by Chaxel with Catherine Wiggins at Cornell University and Jieru Xie at Virginia Tech University, and published by Organizational Behavior and Human Decision Processes in 2018 (issue 149).
The full article of the above is published in the September/October 2020 issue of HR magazine. Subscribe today to have all our latest articles delivered right to your desk.
More academic perspectives: | https://www.hrmagazine.co.uk/article-details/thinking-that-time-is-scarce-can-influence-how-you-evaluate-information-1 |
AbstractMost studies and research on crisis management and government crises put their focus on advanced, democratic nations, where governments have to bear the responsibility of handling of a crisis through elections. However, relatively little attention has been given on the consequences of crises, particularly governance crises, in regimes without full democracy. By using post-1997 Hong Kong, a liberal society with limited democracy, as an example, this thesis aims to examine the applicability of crisis management theories and models currently available, and to introduce an entirely new State-society Interactive Framework 1 to tackle their limitations.
The Five Tasks Leadership Approach suggested by Boin, 't Hart and Stern, et al. (2005) and the Pattern of Politicization Approach of Brandstrom and Kuipers (2003), which respectively represents the top-down and bottom-up crisis management approaches, are selected as the analytical framework. This thesis begins with an application of these two approaches on an analysis of two noticeable crisis cases in post-1997 Hong Kong – the 1 July 2003 Demonstration and the Anti-High Speed Railway incident. Based on the results, this research found that the applicability of current theories and models derived from previous studies is restrictive in two aspects - First, the level of severity of the crises affects the validity of those studies. Hence, for the purpose of effective interpretation, only mega-crises are chosen for this thesis. Second, instead of explaining the incident, most of the current theories view crises as a clue for fault-finding in the aftermath, with little attention devoted to the development process.
Drawing upon different approaches in the field, this thesis has developed a heuristic Crisis Development Ladder and the State-society Interactive Framework more relevant for limited democracies, such as Hong Kong and Mainland China. The Crisis Development Ladder refers to the flow from crisis to governance crisis and from governance crisis to change. At each stage of this process, there are interactions between the Crisis Strengthening Forces and Weakening Forces. By focusing on the Catalytic Effect of Crisis that accelerates reforms and changes, this research argues that critical crisis is politically influential and decisive in authoritarian system with an increasingly proactive civil society. This research has illustrated the deliberation of developing a crisis-driven society as an alternative to influence decision-making under non-democratic rule with valid examples. The current result suggests that crises are far beyond unfavourable situations that challenge the legitimacy of the government. More importantly, in the context of Hong Kong as well as other non-democratic systems, crises provide opportunities to initiate political changes. The current political institution in Hong Kong makes it possible for the government to pay no heed to the wants of the general public. Thus, the cases explored in this thesis show how activists and those who are not involved in the decision-making process use crises as a catalyser to impose sufficient political influence to the government so as to force a real change under a closed political system. | https://scholars.ln.edu.hk/en/studentTheses/the-politics-of-crisis-management-in-post-1997-hong-kong-a-state- |
AbstractThe purpose of this study was to examine how a critical principle of motor learning, practice amount (high number of trials versus a low number of trials), affects speech motor learning in childhood apraxia of speech (CAS). It also sought to contribute to the literature base regarding using an integral stimulation approach for these children. Currently, a limited evidence base exists for decision-making regarding practice amount in CAS treatment. Using a single-case experimental design with two participants, three target sets of utterances (High Amount, Low Amount, and Control) received different amounts of treatment. Outcomes were compared in terms of retention. Targets were scored regarding perceptual (prosodic and segmental) accuracy. Effect sizes were computed to quantify the extent of treatment effects. For both participants, results show some evidence suggesting a higher amount of practice is advantageous and leads to greater learning. A low amount of treatment did not show clear differences compared to not receiving any treatment. Caution should be taken when interpreting these findings due to its small sample size and modest effects. Results suggest that the integral stimulation approach may only be effective if provided with a significantly high amount of practice. Further research is needed to examine how the principles of motor learning and the integral stimulation approach should be sensibly and systematically applied to promote best outcomes for this population.
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Feedback Control in Treatment for Apraxia of SpeechMaas, Edwin; DeDe, Gayle; Kohen, Francine (Temple University. Libraries, 2020)Apraxia of speech (AOS) is a motor speech disorder associated with an impairment in motor planning and programming. It is therefore a logical step to derive treatment of the disorder from the principles of motor learning. Principles of motor learning refer to relatively predictable benefits of certain practice conditions over others (e.g., random practice enhances learning compared to blocked practice). A number of studies have begun to examine principles of motor learning in treatment for AOS (e.g., Austermann Hula et al., 2008; Katz et al., 2010). The current project aims to continue the investigation of motor learning principles and its application to motor speech disorders. In particular, the primary goal of this study is to examine the role of feedback control in treatment for AOS. Two types of feedback control are typically distinguished: self-controlled feedback and clinician-controlled feedback (Chiviacowsky & Wulf, 2004; Chiviacowsky & Wulf, 2007; Janelle, Barba, Frehlich, Tennant, & Cauraugh, 1997; Wulf, 2007). A secondary goal is then to examine the efficacy of script training for AOS. Youmans et al. (2011) provided promising initial evidence supporting its efficacy for AOS, yet no studies have replicated these findings (Ballard et al., 2015). The results of this study suggest that self-controlled feedback is more efficacious in treating adults with AOS than clinician-controlled feedback. Greater improvements of performance for self-controlled feedback were noted especially in accuracy of productions. There was the potential to impact rate of speech as well. Findings across conditions (treated versus untreated scripts) also indicate that script training is an efficacious method of treating adults with AOS.
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TREATMENT OF CHILDHOOD APRAXIA OF SPEECH: A SINGLE-CASE EXPERIMENTAL DESIGN STUDY OF INTENSITY OF TREATMENTMaas, Edwin; Kohen, Francine; Reilly, Jamie (Temple University. Libraries, 2017)Childhood Apraxia of Speech (CAS) is a pediatric motor-speech disorder which has been controversial due to its difficulty to diagnose and little progress in treatment. The purpose of the present study was to examine a principle of motor learning (PML) within the context of an evidence-based treatment for this disorder, as a way to improve outcomes for children with CAS. In particular, this study examines the role of intensity, specifically, massed versus distributed practice, when treating CAS using a modified form of Dynamic Temporal Tactile Cueing (DTTC; Strand et al., 2006). Two participants with CAS between the ages of 5 and 11 received massed and distributed practice on individualized targets in an single-case alternating treatments design with multiple baselines. Accuracy of speech targets on probe tasks was judged by blinded listeners. Results were interpreted through inspection of graphs and calculation of effect sizes. The results of the study showed that massed practice had a marginal benefit over distributed practice. Implications from this study suggest the importance of continued research examining the role of PML in CAS treatment and the value of using a massed-treatment approach when treating CAS.
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The Active Ingredients of Integral Stimulation Treatment: The Efficacy of Auditory, Visual, and Auditory-Visual Cues for Treatment of Childhood Apraxia of SpeechMaas, Edwin; Kohen, Francine; Caspari, Susan (Temple University. Libraries, 2020)The purpose of this study was to determine the relative efficacy of cueing modalities employed in Integral Stimulation (IS) treatment for childhood apraxia of speech (CAS). Previous literature has supported the use of IS for children with CAS, though there are no studies that evaluate the active ingredients of IS. This study aimed to examine the efficacy of single- and multi-modality cues in IS treatment. The experiment was administered as a single-case, alternating treatments design consisting of three conditions (auditory-only, visual-only, and simultaneous auditory and visual). Two participants with CAS received IS treatment in every condition during each session. Probes were administered prior to starting every other session (once per week), consisting of practiced and control targets that were balanced for complexity and functionality. Perceptual accuracy of productions was rated on a 3-point scale and standardized effect sizes were calculated for each condition. Each participant demonstrated different effects in regard to modality and treatment effects. The visual-only condition yielded the greatest effect for one participant, followed by the auditory-only cues. The other participant displayed no significant effects in any condition nor a treatment effect. The results of this study suggest that single-modality cues may be more beneficial for some children with CAS than the clinically used simultaneous auditory-visual multi-modality cue. The significant effect of the visual-only condition in one participant indicates that visual-only cues may bypass an impaired auditory feedback system and support speech motor learning, though more research is required. | https://scholarshare.temple.edu/handle/20.500.12613/3809 |
We design and facilitate games that simulate the challenges of the business world, where players decide to compete or cooperate for payoffs, according to an agreed set of rules. The games are intended to enhance the participant’s decision-making skills, especially under conditions defined by limited time and information. They vary in focus, from how to undertake a corporate takeover to how to expand a company’s share of the market.
Unlike in the real world, managers are free to experiment with policies and strategies, without fear of jeopardising the company. This process includes the kind of reflection and inquiry for which there is no time in the hectic everyday world, therefore managers learn about the long-term, systemic consequences of their actions. Such "virtual worlds" are particularly important in team learning. Managers can learn to think systemically, if they can uncover the subtle interactions that thwart their efforts.
Offer theoretical instruction: The facilitator goes through certain relevant aspects of a theory and participants can intervene with questions and comments.
Give participants the opportunity to practice their knowledge and skills during the game, by changing different parameters and reflecting on the possible consequences of these changes. There is permanent contact with the participants and a positive, competitive and humorous environment throughout the game.
Conduct group discussions: Each group is given the opportunity to present and compare their results from the game with the results of others groups. The facilitator continuously looks for new ways of enriching the discussions, and helps the participants to find the connection between the game results and the problems in the real world. This group discussion plays a relevant role, as it will affect the participants’ transfer of knowledge and skills into the real world. | http://peopleachieve.com/page/game-simulations-for-business |
The influence of external variables on decision-making processes are especially significant in connection to organizational goals. As previously demonstrated, feedback and social rewards can have a good influence on an employee's cowork, but the impact of these factors is inextricably linked to the employee's sensitivity to them. In other words, individuals who do not recognize when they are being praised or criticized by their colleagues may be less likely to change their behavior in response to such signals.
In addition to goal sensitivity, another factor that can significantly affect an individual's capacity for self-regulation is responsibility sensitivity. This refers to an individual's ability to control impulses and behaviors associated with risky situations; it is also known as self-control. Responsibility sensitivity has been shown to be influenced by traits such as impulsivity, risk taking, and self-control. Research has indicated that people who are more responsible sensitive tend to make better decisions under pressure because they are more likely to consider potential consequences before acting.
Finally, the work environment can also have an effect on decision-making processes through its influence on stress management strategies. Stress management skills include abilities such as relaxation techniques, meditation, and exercise that help an individual cope with stressful situations. Studies have shown that employees who use stress management strategies are less likely to make poor decisions under pressure because they are able to regain control of themselves after experiencing a stressful event.
Here are some of the common characteristics that are directly impacted by how workplace choices are made:
As a result, in order to impact productivity, businesses must first examine how employees view their occupations. Similarly, absenteeism, turnover, and work satisfaction are all affected by an employee's opinion of the job. As a result, perception impacts organizational decision-making. Decision-making is important in understanding human behavior at work because decisions dictate how employees feel about their jobs. Employees have a hand in making decisions that affect them personally (such as which project they will work on), which helps them understand their role within the business.
Organizations should also look at decision-making from the perspective of their employees. Decisions made by management may not be favorable to certain individuals. This may lead those people to feel underappreciated or even discriminated against. Conversely, others may see an opportunity and take it themselves. These individuals may be more likely to be promoted or given additional responsibilities. Management should not only consider the negative effects of their decisions but also the positive ones. This ensures that everyone feels like they have a voice in the workplace.
Finally, organizations need to understand how employees make decisions about their jobs. Some employees may have a tendency to follow the majority rule rather than come up with their own solutions. Others may feel limited because they do not have access to information others do. Still others may simply want to go with the flow and not get involved in office politics.
Participation in the decision-making process allows each employee to express their thoughts and share their knowledge with others. While this strengthens the manager-employee connection, it also fosters a strong sense of collaboration among employees. Involving everyone in decisions makes for a more effective team.
Additionally, by allowing your employees to take part in shaping their own future, you are giving them control over their work environment. This will help them feel like they have a role in the company's success - which will make them more motivated and engaged.
Finally, transparency leads to trust. If someone can see what you are doing and how you are deciding, then there is no need for secrecy or intrigue. You can be confident that you are taking the right steps forward, because you are open about everything you do. This means that your employees can trust you, which builds confidence between you.
Employees should be involved in decisions at every level of the business. This includes tasks such as choosing their colleagues, indicating who should receive bonuses or raises, and determining office policies. Employees should also be given the opportunity to give input into major company decisions, such as whether or not to pursue certain projects or initiatives.
The more involved your employees are in these processes, the stronger your relationship will be as an employer and employee.
Working in a work environment that recognizes high performance and genuine employee efforts increases job happiness. Employees have various requirements and will react differently to monetary or non-monetary rewards. Non-monetary benefits, such as performance awards, may elicit a greater response from employees, boosting employee self-esteem. Monetary rewards, such as salary increases, may create a sense of equity between employees, reducing turnover and creating a more positive work environment.
The type of workplace environment you create for your employees affects their job satisfaction. For example, if you provide clear goals and allow time to achieve them, this will make your employees feel like they are part of something bigger than themselves. They will also feel appreciated and valued if you take time out to listen to their ideas and opinions. Finally, give regular feedback on their work so they know what you appreciate about their effort and can improve on areas where needed. All of these factors go into making an employee feel happy at their job.
Happiness at work is important because satisfied employees tend to be more productive and less likely to leave you. | https://escorpionatl.com/how-does-work-environment-affect-decision-making |
Accurate decisions can be made rapidly. Our initial, intuitive response to a person, object, or event — the one that transpires in the fraction of a seconds of our exposure to it — is often the one that proves to be correct.
Thin Slicing. The human mind can often examine a situation and skim all of the info that is necessary to make a correct decision and plot a course of action almost instantaneously. The most accurate “thin slices” are often those that involve our assessment of the emotional or mental states of others.
Blockages. The thin-slicing mechanisms in the brain reside almost entirely in the unconscious, rendering it impossible for us to access them deliberately. We often don’t know what our unconscious knows or how it has helped us to make a decision or choose a course of action. It seems that people often develop their own, alternate accounts of decision-making to explain away the brain’s rapid thin-slicing ability.
Our Socio-cultural context can impede our ability to benefit from the thin-slicing skill of the unconscious. Our prejudices and biases can often hijack the unconscious and disallow access to our thin-slicing, intuitive abilities.
However, once we learn the power of Rapid Cognition, we can develop and incorporate solutions that will protect our thin-slicing unconscious from the undue influence of prejudice. Short-circuit prejudices in our every day lives. In this way, we can reconnect with and benefit from the power of the blink.
Thin Slice refers to the way that our unconscious minds can make what are in many cases highly accurate assessments in a very short amount of time, often a matter of seconds.
One of the confounding aspects of the mind’s ability to thin slice and make accurate judgments rapidly is that our conscious minds often have little or no understanding of this process. Indeed, in many cases, our perceptions of the way we make decisions are often woefully misguided. Furthermore, we often tend to underestimate the amount of influence that outside factors exert upon our unconscious decision-making processes.
Most of us have a negative association with snap judgments, and for good reason: they are often incorrect. When we allow our unconscious prejudices and biases to circumvent the “blink” process, our judgments are often inaccurate. Our prejudices mislead us, usually unconsciously and despite our best intentions. When our biases hijack our thought process, the “thin slicing” layer of the unconscious, which is capable of highly accurate decision-making, is never accessed.
Another type of problem that can hamper our ability to make accurate decisions — too much information. The consideration of too much data can sidetrack decision makers and mire them in a state of confusion. The best decisions are made by relying on only a few pieces of high-quality information.
An important factor of the decision-making process — the context in which a judgment is made. In many situations, people will make the wrong snap judgment if they are being asked to decide something that is outside of their range of knowledge. Focus groups often fail to return accurate assessments because they both stretch the limits of the participants’ expertise and remove the product assessment decision from the normal context in which it would be made. To be effective, market research must match as closely as possible the environment in which the consumption of a product – will actually occur.
Comments: What do you think? How do you use your Intuition? | https://wiz4.biz/blink-the-power-of-intuitive-thinking/ |
Despite the emphasis among health care professionals to practice evidence-based medicine, cognitive and implicit biases can affect how they make decisions and interact with patients. A Monday education session will examine how to deal with those biases.
“Thinking Differently About Thinking: Improving Your Decision-Making” willl be presented from 7:30 am-8:30 am Monday in Room 28DE.
“There is increasing interest in many fields, medicine being one of them, in how the brain works when it collects and processes information and makes decisions,” said Karthik Balakrishnan, MD, MPH, one of the session organizers. “There are some cognitive biases that can play into that.
“Cognitive bias is how the brain generally perceives, interprets, and applies information. Then there is the associated issue of implicit bias, which is how the brain perceives personal factors associated with the individual patient or other provider that affects how you interact with them.”
Several studies have been conducted in how cognition affects decision-making and medical errors, said Dr. Balakrishnan, assistant professor of pediatric otorhinolaryngology at the Mayo Clinic, Rochester, MN. The most studied specialty is emergency medicine. Because studies have not focused on other specialties, otolaryngologists have started to examine the effect of biases.
The session moderator, Ellis Arjmand, MD, PhD, has expertise in cognitive bias, and he will introduce its general concepts. He is the Bobby Alford Endowed Chair in Pediatric Otolaryngology and professor of otolaryngology and pediatrics at Baylor College of Medicine, Houston, TX.
“The key question is, ‘Why do things go wrong when you have a lot of smart, well-intentioned people working really hard for the patient?’ Dr. Balakrishnan said. “We will use that as a springboard to look at we how make our decisions and thinking about thinking. Dr. Arjmand will bring examples and do exercises with the audience to get them interested and bring out their own cognitive biases.”
Daniel L. Wohl, MD, North Florida Surgeons, Jacksonville, FL, and David Eibling, MD, University of Pittsburgh, PA, have been involved in quality improvement efforts. They will focus on how cognitive biases affect decision-making.
“They will talk about specific ways to reduce and prevent errors associated with those cognitive biases,” Dr. Balakrishnan said. “There are multiple specific biases, such as availability, anchoring, confirmation, and framing. They will discuss key biases and how they apply to our practices.”
Andrew J. Tompkins, MD, of the U.S. Navy, will examine how cognitive bias affects physician-patient interaction in making decisions about treatment.
“Dr. Tompkins will talk about informed consent and how to make sure patients are appropriately talked through the consent process for a medical procedure or treatment,” Dr. Balakrishnan said.
Dr. Balakrishnan will discuss the role of implicit bias. | https://aao-365.ascendeventmedia.com/2016-meeting-daily/biases-can-affect-patient-interaction/ |
An overview of the program, the next-generation AI platform used to deliver it, and the community of fellow AI innovators and leaders.
Establish a foundational understanding of how to use AI as a tool for effective leadership. Learners will also explore the process of creating an organization as a system of innovation by examining:
- Individual leadership strengths, aspirations and growth opportunities
- Team capabilities, talents and ways to drive performance
- Organizational structures and culture to support bottom-up and top-down innovation
Key module concepts include:
- Historical context
- Foundational concepts
- Role of AI + Leadership
Understand innovation at the system level by looking at the organization as a gameboard, where structures and cultures are vital in supporting individuals and teams. Through systems thinking and collective intelligence, learners will make sense of their constantly changing environment and begin to evaluate their organization's current structure.
Key module concepts include:
- Systems thinking
- Collective intelligence + knowledge
- Architecting the gameboard at the organizational level
- Extended intelligence (EI)
- Autonomy + control
Explore the role of data as a valuable tool in the decision-making process. Learners are introduced to xTeams and AI tools as aggregators for building and nurturing the types of connections needed, both inside and outside an organization, to support complex knowledge transfer and creative solution-finding through higher levels of cooperation.
Key module concepts include:
- Developing a leadership mindset for data
- Architecting the gameboard at the team level
- AI tools
- xTeams building and simulation
Focus on individual leadership capabilities to prioritize innovation, autonomy and control. Participants will learn how to engage in sensemaking, relating, inventing and visioning to build effective teams, tap into organizational wisdom and create agile organizations. Using self-awareness of their strengths, weaknesses and values, participants will develop the capacity to authentically lead across a variety of situations.
Key module concepts include:
- Individual leadership development
- Key skills
- Future leadership state: envisioning and planning
Analyze organizational and social responsibility to make ethical decisions. Data is the impetus for many big decisions, most of which have legal and social implications. Learn how AI can be used as a sensemaking tool in the decision-making process for all decisions, with a focus on ethics and responsibility.
Key module concepts include:
- Leadership responsibility
- Strategic implications of AI
- Data regulation
- Ethical standards
Learn how to use AI technologies to make decisions that are consistent, socially responsible and impactful--with limited oversight. Learners will also examine trends and developments in AI, how to evaluate and choose which technologies to pursue and how to maintain adaptive teams to accelerate transformation.
Key module concepts include:
- AI trends
- Building a culture of innovation
- Planning for a workforce of the future
During the project capstone component of the course, you will define a business problem, explain how AI can help, and identify the leadership strategy needed to successfully implement the proposed solution. | https://cambridge.esmelearning.com/products/mit-ai-leadership |
Mechanisms of lymphatic metastasis in human colorectal adenocarcinoma.
Royston D., Jackson DG.
The invasion of lymphatic vessels by colorectal cancer (CRC) and its subsequent spread to draining lymph nodes is a key determinant of prognosis in this common and frequently fatal malignancy. Although tumoural lymphangiogenesis is assumed to contribute to this process, review of the current literature fails to support any notion of a simple correlation between lymphatic vessel density and CRC metastasis. Furthermore, attempts to correlate the expression of various lymphangiogenic growth factors, most notably VEGF-C and VEGF-D, with the lymphatic metastasis of CRC have provided contradictory results. Recent evidence from animal and human models of tumour metastasis suggests that complex functional and biochemical interactions between the microvasculature of tumours and other cell types within the tumour microenvironment may play a pivotal role in the behaviour of commonly metastasizing tumours. Indeed, previous insights into tumoural blood vessels have provided candidate markers of tumoural angiogenesis that are currently the subject of intense investigation as future therapeutic targets. In this review article we survey the current evidence relating lymphangiogenesis and lymphangiogenic growth factor production to metastasis by CRC, and attempt to provide some insight into the apparent discrepancies within the literature. In particular, we also discuss some new and provocative insights into the properties of tumoural lymphatics suggesting that they have specific expression profiles distinct from those of normal lymphatic vessels and that appear to promote metastasis. These findings raise the exciting prospect of future biomarkers of lymphatic metastasis and identify potential targets for new generation anti-tumour therapies. | https://www.immunology.ox.ac.uk/publications/102714 |
Online consumer reviews can help customers decrease uncertainty and risk faced in online shopping. However, information overload and conflicting comments in online reviews can get consumers confused. Therefore, it is important for both researchers and practitioners to understand the characteristics of helpful reviews. But studies examining the determinants of perceived review helpfulness produce mixed findings. We review extant research about the determinant factors of perceived helpfulness. Conflicting findings exist for six review related factors, namely review extremity, review readability, review total votes, linear review rating, quadratic review rating, and review sentiment. We conduct a meta-analysis to reconcile the contradictory findings on the influence of review related factors over perceived review helpfulness. The meta-analysis results confirm that review extremity, readability, total votes, and positive sentiment have a negative influence on helpfulness, but review rating is positively related to helpfulness. We also examine those studies whose findings are contradictive with the meta-analysis results. Measure discrepancy and reviewed product type are the two main reasons why mixed findings exist in extant research.
Recommended Citation
Hong, Hong; Xu, Di; Xu, Dapeng; Wang, G. Alan; and Fan, Weiguo, "A Meta-Analysis on the Determinants of Online Review Helpfulness" (2017). WHICEB 2017 Proceedings. 34. | https://aisel.aisnet.org/whiceb2017/34/ |
Although RNA modifications were discovered decades ago, the identification of enzymes that write, read, and erase RNA modifications enabled their functional study and spawned the field of epitranscriptomics. Coupling that knowledge to new methods has enabled the precise pinpointing of epitranscriptomic modifications across the transcriptome and the elucidation of their functional consequences. PCIF1 (Phosphorylated CTD-Interacting Factor 1) was shown to add N6, 2′-O-dimethyladenosine (m6Am) marks at the first nucleotide after the 5′ N7-methylguanosine (m7G) cap. In this chapter, we discuss the epitranscriptomic regulation of mRNA in general and focus on m7G cap-adjacent m6Am in particular. m6Am positions can now be distinguished from N6-methyladenosine (m6A) using new techniques leveraging PCIF1-knockout cells. Although m6Am modification sites can be detected precisely, conflicting data have been published regarding how cap-adjacent m6Am marks affect their host mRNA. Discrepancies in the data mean that the effects of cap-adjacent m6Am on mRNA stability, decapping, and translation continue to be debated. Finally, while PCIF1 is predominantly nuclear, a subset of results suggests a possible cytoplasmic role as well. Taken together, these contradictory results which employed different methodologies and cell lines mean that further experiments are required to determine the ultimate biological function(s) of m7G cap-adjacent m6Am. | https://scholars.houstonmethodist.org/en/publications/from-msup6supa-to-cap-adjacent-msup6supam-and-their-effects-on-mr |
Unenforceability of a patent for a drug formulation was affirmed by the US Court of Appeals for the Federal Circuit earlier this month in Belcher Pharmaceuticals, LLC v. Hospira, Inc., Appeal No. 2020-1799 (Fed. Circ. Sept. 1, 2021). The decision highlights the potential impact of contradictory positions taken before the Food and Drug Administration (FDA) and the US Patent and Trademark Office (USPTO).
The decision quickly drew the attention of Congress, with Senate Judiciary Subcommittee on Intellectual Property Chair Patrick Leahy (D-Vermont) and Ranking Member Thom Tillis (R-North Carolina) writing a letter to the USPTO to request the agency "take steps to reduce patent applicants' making inappropriate conflicting statements in submissions to the [USPTO] and other federal agencies."
The Federal Circuit's precedential opinion in the case upheld the decision of the federal district court for Delaware that the asserted patent was unenforceable because the patent owner had withheld material information from the USPTO with deceptive intent.
While this case arose under the Hatch-Waxman Act governing generic drug approval, contradictory FDA and USPTO positions could have similar impacts on other patents directed to FDA-approved products, including biologics and medical devices.
Inequitable conduct - a trap for the unwary
A duty of disclosure, candor and good faith applies to all dealings with the USPTO, per 37 CFR 1.56(a). Practically speaking, an applicant for a patent must disclose to the USPTO any information material to patentability (37 CFR 1.97). This includes not only journal articles and patent literature from before the effective filing date of the patent application ("prior art"), but also any information that a reasonable examiner would be substantially likely to consider important in deciding whether to allow an application to issue as a patent. Moreover, the duty of candor is not expressly limited to public information, as the USPTO has a procedure for submission of confidential information (MPEP 724.02).
In Belcher Pharmaceuticals, the material information included a journal article, as well as knowledge of two other companies' prior, similar formulations of the same drug, epinephrine. Evidence was admitted at trial showing that the patent owner had told the FDA that racemization of the drug - a consideration in formulation - was a "well-known process," citing the journal article withheld from the USPTO. The patent owner had also characterized an in-process pH change as a "very minor change" compared to the manufacturing process for one of the two formulations not disclosed to the USPTO.
Agreeing with the district court, on appeal, the Federal Circuit found this withheld information to be material to patentability, because it "would have blocked the issuance of a patent." And the appeals court found that the patent owner's chief scientific officer acted with deceptive intent, because he "was an active participant in the FDA approval process," where the company represented that a key feature of the claimed drug formulation was "old," but also in dealing with the USPTO, wherein the same feature was described as a "critical" innovation. Together, these findings supported holding the patent unenforceable.
Regulatory and IP considerations
The FDA and the USPTO do not coordinate their respective drug approval and patent examination processes. As noted in the senators' letter, no regular channel of information from other federal agencies to the USPTO exists. Without due caution, innovator companies can undermine their own patents. To avoid such a scenario, such companies should consider the following:
- If the regulatory process causes company employees to identify any information material to patentability, the company's patent counsel should be promptly informed, so any appropriate disclosure to the USPTO can be arranged.
- The company's scientific, product development, regulatory and legal teams should coordinate to avoid inconsistency in arguments made before the FDA and the USPTO.
The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances. | https://www.mondaq.com/unitedstates/patent/1111876/inconsistent-positions-at-fda-and-uspto-render-patent-unenforceable?type=related |
Arevshatian, Lilith, Shantz, Amanda and Alfes, Kerstin (2015) “You feel really guilty”: an interpretative phenomenological analysis of prioritizing quantity over nurturing in nursing. In: 9th Biennial Conference of International Society of Critical Health Psychology (ISCHP): Health, Health Care and Social Justice; 12-15 Jul 2015, Grahamstown, South Africa. (Unpublished)Full text not available from this archive.
Abstract
Although the narrative of nursing is one of caring and nurturing, the need for significant cost savings in the National Health Service (NHS) has emphasized quantity and speedy patient turnaround. Interpretative Phenomenological Analysis (IPA) was conducted on a purposive sample of six nurses in London. Participants shared that they experienced a conflict between wanting to give nurturing care and their managers’ emphasis on getting more “empty beds” for waiting patients. Participants had to prioritize speed and quantity which came at the expense of the more humane side of nursing e.g., emotional interaction with patients and their loved ones. In view of these findings, we discuss how conflicting expectations may interact in healthcare institutions and how these nurses navigated the complexity of working with contradictory imposed and self-imposed aims. | https://eprints.kingston.ac.uk/31843/ |
An independent validation of QRISK on the THIN database.
Collins GS., Altman DG.
Scope and purpose: QRISK is a new cardiovascular disease risk prediction algorithm published in 2007. This document has two main objectives: To report the findings of an independent validation of the QRISK algorithm on the THIN database; To report the findings of an independent review of the unpublished Robins et al paper and identify the reasons for discrepancies between that paper and the QRISK investigators' own validation study described in a paper published in "Heart". Background: In July 2007, Hippisley-Cox et al published a paper in the BMJ describing the derivation and validation of QRISK, a new cardiovascular disease risk prediction algorithm. This was a novel risk prediction algorithm which includes traditional risk factors (age, sex, systolic blood pressure, smoking status, serum cholesterol/HDL ratio, presence of diabetes, ECG-LVH) included in the Framingham equation but also includes body mass index, family history of cardiovascular disease, social deprivation and the use of blood pressure treatment. The QRISK algorithm then underwent a revision to account for statin use and changes to the multiple imputation method to account for missing data. This revised algorithm was then used in a second validation study designed to test the performance of QRISK in practices contributing to a second independent THIN dataset. This study was published in "Heart" and the paper includes a comparison of the model performance statistics from the original QRESEARCH cohort and the THIN cohort. Subsequently, an unpublished paper by Robins et al from the University of East Anglia (UEA) was submitted to NICE in response to its consultation on the Lipid Modification guidelines, which included an independent evaluation of QRISK in the THIN database. The authors concluded that they could not replicate the results published in the "Heart" paper. That disagreement has highlighted the need for an independent evaluation of the QRISK algorithm in the THIN dataset to address the apparent discrepancies between these papers and to consider whether any of the issues raised in the Robins et al paper are substantial with regard to QRISK. We report here the findings of independent analyses conducted at the Centre for Statistics in Medicine (CSM), in Oxford. | https://www.ndorms.ox.ac.uk/publications/866434 |
EDITOR'S NOTE: In part two of this two-part series on contradictory audit evidence, Thomas Ray, distinguished lecturer at Baruch College and former Chief Auditor of the PCAOB, details matters companies should consider when preparing and evaluating the fairness of financial statement amounts and disclosures.
Part Two
Auditors are still under pressure from the PCAOB to properly evaluate and consider the effects of contradictory audit evidence. Here are seven ways management can reduce incidents involving conflicting audit evidence, help the company’s auditors meet their requirements and improve processes:
- Consider alternatives, and document why one was selected over the others.
- For example, different valuation models may apply to the valuation of a financial instrument. Document why the one selected is most appropriate in the circumstances. Explain why the ones not selected would not have resulted in a better valuation.
- When conditions change, assumptions may need to change.
- Recognize that when economic or environmental conditions change, inputs and assumptions also may need to change. This is also true if management’s intent changes—for example, on how it will use its assets.
- Consider assumptions used in other areas.
- Actively consider whether the assumptions and inputs used in different financial statement accounts and disclosures should be consistent with each other. For example, assumptions used when evaluating possible impairment of long-lived assets may be relevant to the going concern evaluation and disclosures about risks and uncertainties. Should the assumptions used be the same, or is there justification for using different ones?
- Is the supporting information reliable?
- Consider whether there are appropriate controls over the completeness and accuracy of entity information used. Check the sources of inputs from outside the entity.
- Document your evaluation, conclusions, evidence considered, and the reasons your conclusions are appropriate.
- Take the time to prepare contemporaneous documentation. As time passes, it becomes difficult to reconstruct the thought processes and evidence considered.
- Do not ignore inconsistencies or contradictions.
- For an auditor to be criticized for not sufficiently evaluating contradictory evidence, there must have been some. Don’t turn a blind eye to inconsistencies or contradictions, hoping that no one will notice. Evaluate the information, make appropriate adjustments, if necessary, and document your conclusions regarding its effect on your financial statements.
- Reviewers should be skeptical.
- Personnel who review the work prepared by others may benefit by taking a cue from the auditing literature and adopt a skeptical mindset. Read How to Thrive in the New Era of Professional Skepticism by myself and Joe Howell.
Management’s evaluation and documentation of these matters can help its auditor’s evaluation. Incorporating these considerations into a company’s processes also can help to improve its reliability.
12 things to look for when choosing a SOX or internal controls solution
Does your SOX solution meet these 12 requirements? | https://www.workiva.com/blog/7-ways-companies-can-impede-conflicting-audit-evidence |
- Publish date:
- Updated on
How to Tell If Your Child Has a Learning Disability
Transcript
Sometimes learning disabilities in children is not so obvious. We have to also remember that even the brightest children sometimes have some learning difficulties. So if it's not obvious, here's some of the things to look for if you suspect your child might have some struggle with aspects of learning.
First of all, sometimes children can read, but they have trouble with decoding. Sometimes your child reads beautifully, but they have difficulty with comprehension and understanding the main idea or concepts that they're reading. Or, we can consider math, where a child who can solve even the most complex math problems, but they work very slowly, and sometimes they may miscalculate or make careless errors.
There are other types of learning disabilities other than reading and math. For instance, disorders of written expression. Sometimes children have a disconnect between their ability to share their creative ideas verbally and get them down on paper. If you see any discrepancies in your child's potential and their performance and some subtle difficulties in the areas of reading, math or writing, please contact your teacher. And sit down and have a meeting and openly discuss your concerns.
If it is determined that there are some discrepancies in your child's performance and their potential, contact your child's school psychologist or guidance counselor, and let them guide you through the necessary steps to have your child evaluated or tested. It's only through the proper evaluation and thorough and comprehension assessment of your child's abilities can we determine if your child has a learning disability.
These are just a few of the steps to take to determine if your child has a learning disability. | https://www.howcast.com/videos/507764-how-to-recognize-a-learning-disability-child-psychology |
No contradictory or abnormal situation in this life is a march to the rest and comfort in God’s word. Therefore, come with me to God’s word and see the secret of peace and evidences of encouragement from which you can draw your support. The Word will cause you to lie “down in green pastures” and continuously leads you “beside the still waters”. God’s endless love abounds in the face of conflicting and raging circumstances.
Life’s most contradictory or abnormal situations are no march to the rest and comfort of God’s word. Therefore, come with me to God’s word and see the secret of peace and evidences of encouragement from which you can draw your support. The Word will cause you to lie “down in green pastures” and continuously leads you “beside the still waters”. God’s endless love abounds in the face of conflicting and raging circumstances.
Consider the despondency and discouragement of Joshua after the death of Moses when God passed the mantle of leadership to him. From Egypt to the Promised Land, the story of Israelites’ travel is fraught with instances of obstinacy and disobedience against God and in many occasions, Moses. The results were judgments of deaths. | https://christdisciples.org/n/resting_on_the_word_of_god_in_an_ever-changing_world.html |
If you’re about to start a new course at university, the chances are you’ve realised there will be a lot of reading. You might have already received an introductory reading list of books and journal articles, depending on the course you’ve chosen. So pretty soon, you’re going to need to get comfortable not only with reading course material, but also being able to interpret and analyse it.
And while you won’t be expected to read every single article or book chapter included in your extended reading list, for most students, reading academic literature as part of self-directed study will take up to 20 hours of their week. This can be a daunting thought, but what can help is knowing how to critically appraise an article or chapter. This will not only cement your understanding of a subject, but also prepare you for future essays and exams.
What is a critical appraisal?
A critical appraisal is “the process of carefully and systematically examining research to judge its trustworthiness, and its value and relevance in a particular context.”
Being able to critically appraise course material or content surfaced by a literature search will help you to:
- identify articles that are most relevant to your research, without having to read them all in full
- refine your reading list by screening out less relevant material
- assess how accurate the research is
- spot any potential for bias or weakness
You can critically appraise any piece of content, including research articles and book chapters. The appraisal process might show that a piece of literature isn’t particularly relevant to your area of study, or as accurate as you would like. In which case, you might decide to leave it to one side and spend more time searching for other articles that better meet your requirements.
How to critically appraise a paper
Reading a research paper from top to bottom can be overwhelming. Worse still, it can waste valuable time, which is why it’s important to critically appraise the work by homing in on some of its most important aspects.
Many students will skim read the paper to get an overview of the research and identify some key aspects needed to critically appraise it. However, emerging technologies such as AI-powered text summarizers and knowledge extraction tools can quickly highlight the key points of a research article for you, providing you with a useful starting point for your critical appraisal.
Although there are different types of papers available, from qualitative studies focusing on concepts and opinions, to cohort studies that follow research participants over a certain period, the appraisal process remains quite consistent. Here are some key questions to consider during your critical appraisal:
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How valid are the results?
When considering the validity of the results, you should first look at the aims of the research and whether the methodology is appropriate. This information is usually quite easy to find, as it normally appears either in the abstract or in the introduction.
If relevant, you should also consider whether the recruitment strategy was appropriate to the aims of the research. Sometimes the author might explain how they selected the participants and why. This can often be revealing and surface any potential conflict of interest. For example, if the researcher chose to sample students within their university, you might want to consider whether they had a pre-existing relationship with these participants and whether there’s the potential for bias.
Lastly, consider how the data was gathered. Does the researcher explain how the data was collected and why that method was chosen? The use of audio to record participants, for instance, might suggest that the reporting accuracy of dialogue is excellent. However, you might want to consider whether the use of audio equipment might have prevented participants being as truthful as they would have otherwise been.
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What do the results show?
Once you’ve reviewed the research methodology, it’s worth turning your attention to what the results actually show. In doing this, you’ll want to check that ethical issues have been taken into consideration – for instance, has the researcher treated research participants’ details confidentially?
When reading through the results, consider whether the data analysis is sufficiently in-depth. For example, does the author discuss how they carried out the analysis? What did they do with any contradictory data that emerged? And were they able to critically examine their own potential bias and influence during the analysis?
Lastly, look to see if there’s a clear statement of findings. If there is, are the findings discussed in direct relation to the original research question, and is there enough discussion of the evidence both for and against the author’s arguments?
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How will the results help?
Finally, the question that gets to the real nitty gritty of a research paper: how valuable is the research? Does it explicitly add something new to the evidence in your field, or does it build upon existing knowledge? The paper might even challenge a popular belief, which could be useful for expanding your knowledge on a subject and building a compelling argument in an essay.
If you’re studying a practical subject, such as medicine or finance, it might help to consider how useful the paper’s results would be in practice – and whether the results would change how you would act. For instance, would the paper’s findings change the way you might manage a patient’s symptoms, or how you would advise people to invest?
Critical appraisals: A summary
The appraisal process is a useful skill to master. It might take a few attempts to feel comfortable with critically appraising a piece of content, but before long you’ll be completing them with ease.
By considering these key questions you’ll be able to make your reading list more manageable, dedicate more time to the research that’s most relevant to you and acquire greater knowledge of your subject. | https://teamrockie.com/academic-survival-tips-for-students/ |
Other parties to the proceedings: John Mills Ltd, Jerome Alexander Consulting Corp.
Form of order sought
The appellant claims that the Court should:
annul the contested judgment;
order John Mills Ltd to pay the costs incurred by the Office.
Pleas in law and main arguments
Violation of Articles 8(3) of Regulation 207/20091
The General Court misinterpreted the provisions of Article 8(3) of Regulation 207/2009 by limiting its scope to the notion of ‘identity’ of the signs and attributing it the meaning proper to Article 8(1)(a) of Regulation 207/2009.
The General Court did not take sufficient account of the purpose of Article 8(3) of Regulation 207/2009, i.e. to prevent the misuse of a mark by the trade mark proprietor’s agent as the agent may exploit the knowledge and experience acquired during its business relationship with the proprietor and therefore improperly benefit from the effort and investment which the trade mark proprietor himself made, giving preference to an arguable literal interpretation. While it is a teleological approach to the interpretation of the EU trade mark law that is consistently applied by the EU judicature.
A literal interpretation does not lead either to the conclusion that Article 8(3) of Regulation 207/2009 applies only to identical marks. It is therefore enough if the signs at issue coincide in elements in which the earlier mark’s distinctive character essentially consists. On this basis the proper test for examining the conflicting marks under the Article 8(3) of Regulation 207/2009 is whether the EUTM application reproduces the essential elements of the earlier mark in such a way as to make it evident that the applicant is misappropriating the legitimate proprietor’s rights on its mark. In fact, the disloyal agent would be in a position to prevent not only any subsequent registration of the earlier mark by the original proprietor within the EU – but indeed any use thereof by the principal within the EU.
Violation of Article 36 of the Statute of the Court of Justice
The judgment under appeal is tainted by contradictory reasoning to the extent that it accepts, on the one hand, that signs are identical where one reproduces the other without any modification or addition and, on the other hand, that they are also identical where variations are made without altering the distinctive character (see paragraphs 38-40 of the Contested Judgment). Such reasoning is contradictory since the same notion of ‘identity’ is applied to distinct legal and factual situations and is erroneously given two different contents.
The General Court did not provide any reasons as to why the conflicting trade marks do not fall under the scope of Article 8(3) of Regulation 207/2009 following the test it introduced in paragraph 39 of the contested judgment. | http://curia.europa.eu/juris/document/document.jsf?text=&docid=213469&pageIndex=0&doclang=en&mode=req&dir=&occ=first&part=1&cid=5662413 |
Eleven white, well-educated students from the University of Cape Town, all actively involved in the field of HIV/AIDS, were interviewed through a free-associative-narrative method. This study sought to explore these students' perceptions of and associations with HIV/AIDS and those infected, in an attempt to assess the extent to which stigma may occur amongst these students. To the authors' knowledge, no other studies exploring HIV/AIDS-related stigma have been done on young adults who are actively engaging with, and highly educated on, issues around HIV and AIDS. The accounts revealed that underneath the overt denials of fear, the epidemic does seem to evoke various fears and anxieties for these students. Through their constructions of HIV/AIDS, the participants tend to 'other' the epidemic and those infected and thus distance themselves from a sense of threat. Such representations therefore appear to serve a protective function, enabling the participants to defend themselves from the anxieties they experience surrounding the epidemic. In line with psychosocial understandings of HIV/AIDS stigma, the results from this study indicate that this 'atypical' group of students may possess certain stigmatizing tendencies. This points to the fact that HIV/AIDS stigma may not be the product of a lack of education or 'faulty' thinking. There were however multiple, often contradictory and conflicting voices heard throughout the interviews. Many participants expressed an awareness of, and uneasiness with, their 'othering' and potentially stigmatizing tendencies. It is in this space, that the potential for change, and stigma reduction may exist. The findings from this study thus have both theoretical and practical implications for conceptualizing, and challenging HIV/AIDS stigma. | http://www.cssr.uct.ac.za/cssr/publications/working-paper/2007/aura-silence-psychosocial-analysis-stigma |
We often hear this question during the one-on-one complimentary consultations between our clients and our nutrition counselors and thought it would be a good idea to discuss the answer publicly.
Reconciling Conflicting Information
Many genetic reports rely on the collection of data from multiple sites, which have been shown to correlate with particular traits. These sites are commonly called Single Nucleotide Polymorphisms (SNPs) – a specific point where DNA differs between individuals. All genetic reports combine SNPs and their effects to tell clients about their own unique genetics.
Let’s examine two examples of conflicting information:
1. One SNP is associated with an increased likelihood of soft-tissue injury, while a second SNP, located in a different gene, is associated with a lower likelihood.
When two SNPs in two separate genes offer conflicting outcomes, it may be tempting to suggest that the result is somewhere in the middle, but this is not often the case. Not all variants produce equally profound effects in the individual. In this case, it’s important to examine the information underlying the effect.
One of the ways AGS-Health has approached these contradictions is through algorithm-based methods of interpreting SNP effects. For example, AGS' Health & Wellness Genetic report includes the “Health Awareness and Effort Score”. This number is directly related to the section of the report entitled 'Genetic Weight, BMI, and Overall Wellness', which examines 20 SNPs with many variants and assigns an effect-score to each of them based on clinical studies. The Health Awareness and Effort Score summarizes these findings from the different SNPs into an easy to interpret format. The final result is a number on a scale from 1 to 10 that accounts for all relevant variants in the test. This algorithm is tested and adjusted to maximize predictive power.
Let’s look at a second case:
2. Two SNP variants with contradictory effects are located in the same gene.
This scenario raises a trickier question -- how do we resolve conflicting information from the same gene? The truth of the matter is that the scientific community is still working on this contradiction.
The issue is that two changes in a gene, depending on what they are, may interact with one another. The combination of a better and worse variant may compensate for one another, may interact to create a more harmful effect, or they may even result in a slightly better outcome. These differences depend on the biochemistry and physics of what the gene produces. Because of this, we include more than one SNP that addresses the topic. We can draw more accurate conclusions from multiple pieces of information.
The scientific community is working to develop tools to address this challenge. For example, one laboratory at Virginia Tech is creating computer models, which predict the interaction of SNP variations in a single gene.
At AGS-Health, we are always working on improving our algorithms and tools. This is also why we offer a complimentary consultation with a nutrition counselor. Reviewing your results with an expert helps personalize the experience and make better sense of the data our report provides.
Despite the complexities, our goal is simple – to make genomics personal. | https://www.ags-health.com/blog/contradicting-dna-test-snps |
History Learning Outcomes
History is the study of the human past as it is constructed and interpreted with human artifacts, written evidence, and oral traditions. It requires empathy for historical actors, respect for interpretive debate, and the skillful use of an evolving set of practices and tools.
As an inquiry into human experience, history requires that we consider the diversity of human experience across time and place.
As a public pursuit, history requires effective communication to make the past accessible; it informs and preserves collective memory; it is essential to active citizenship.
As a discipline, history requires a deliberative stance towards the past; the sophisticated use of information, evidence, and argumentation; and the ability to identify and explain continuity and change over time. Its professional ethics and standards demand peer review, citation, and acceptance of the provisional nature of knowledge.
The LMU History Department’s core competencies and student learning outcomes are adopted from the AHA Tuning Project: History Discipline Core.
- Build historical knowledge.
- Gather and contextualize information in order to convey both the particularity of past lives and the scale of human experience.
- Recognize how humans in the past shaped their own historical moments and were shaped by those moments.
- Develop a body of historical knowledge with breadth of time and place – as well as depth of detail – in order to discern context.
- Distinguish the past from our very different present.
- Develop historical methods.
- Recognize history as an interpretative account of the human past – one that historians create in the present from surviving evidence.
- Collect, sift, organize, question, synthesize, and interpret complex material.
- Practice ethical historical inquiry that makes use of and acknowledges sources from the past as well as the scholars who have interpreted that past.
- Develop empathy toward people in the context of their distinctive historical moments.
- Recognize the provisional nature of knowledge, the disciplinary preference for complexity, and the comfort with ambiguity that history requires.
- Welcome contradictory perspectives and data, which enable us to provide more accurate accounts and construct stronger arguments.
- Describe past events from multiple perspectives.
- Explain and justify multiple causes of complex events and phenomena using conflicting sources.
- Identify, summarize, appraise, and synthesize other scholars’ historical arguments.
- Apply the range of skills it takes to decode the historical record because of its incomplete, complex, and contradictory nature.
- Consider a variety of historical sources for credibility, position, perspective, and relevance.
- Evaluate historical arguments, explaining how they were constructed and might be improved.
- Revise analyses and narratives when new evidence requires it.
- Create historical arguments and narratives.
- Generate substantive, open-ended questions about the past and develop research strategies to answer them.
- Craft well-supported historical narratives, arguments, and reports of research findings in a variety of media for a variety of audiences.
- Use historical perspective as central to active citizenship.
- Apply historical knowledge and historical thinking to contemporary issues.
- Develop positions that reflect deliberation, cooperation, and diverse perspectives. | https://bellarmine.lmu.edu/history/academics/historylearningoutcomes/ |
Please read the file I have attached below and complete the following sections.
1. Abstract (120-220 words)
2. Analysis Plan (One paragraph)
3. Discussion ( The discussion should include all of the following Paragraphs below)
The purpose of the discussion section is to interpret your findings and provide a meaningful commentary about the importance of your findings for your reader. Items in this section typically follow the order below:
Hypotheses (first paragraph): Restate your hypothesis/hypotheses. What is the status of each hypothesis? Was each hypothesis supported or not?
Previous research (second paragraph): How do your findings relate to the past findings that you discussed in the introduction? Do your findings provide converging evidence, or do they contradict previous research? If contradictory, why should the reader believe your findings instead of the previous researchers’?
Note: It is okay to cite references in the discussion that were not previously discussed in the introduction.
Implications (third paragraph): What are the implications of your findings? Consider both applied and
theoretical implications. What general conclusions can you make about your theoretical topic?
Limitations (fourth paragraph): What are the shortcomings of the study? Identify only plausible shortcomings that provide alternative explanations for the results that you obtained. For example, suggesting that participants did not perform as expected because they may be aliens would not be a plausible explanation! Do not dwell on every flaw. Nothing is ever perfect. Be choosy and focus on the important shortcomings. If the shortcoming is true of most research (e.g., sample consisted of college students), it is probably not worth discussing. Similarly, small sample size or a non-representative sample are not unique shortcomings. Try to discuss shortcomings that are unique to your experiment.
Explain how each shortcoming could have affected your results.
Future research (fifth paragraph): Discuss possible future research. You should discuss what the next logical step is for this line of research. Be clear about why the research is important, not just why it is interesting to you. Your future research suggestions should not, to your knowledge, have already been conducted! , For example, “Given the possibility that participants used different strategies to help them learn the number sequences more efficiently, future research should investigate the efficacy of various mnemonic strategies.” What is the big picture? (sixth paragraph): What is the take-home message? Place your research in a greater context to show how or why this research is important.
Provide your reader with closure. Do not end your discussion abruptly and leave your reader wondering about the take-home message. To bring your paper full-circle, consider linking your final message with the topic in the opening paragraph of the introduction.
Please read the file I have attached below and complete the following sections.
Please read the file I have attached below and complete the following sections. | https://qw.24legitassignmenthelpers.com/2022/08/19/please-read-the-file-i-have-attached-below-and-complete-the-following-sections-3/ |
1. Part II: The studies on diversity and inclusion often find conflicting results in relation to the performance of diverse groups. Some research indicates that diversity has no relationship on the group’s performance, and other research shows that the greater diversity the team has, the poorer the group’s performance will be. Finally, some research shows a positive relationship for diverse groups and their performance.
For this discussion, consider your current organization or one that you have worked for previously. Based on the results listed above (no relationship, a negative relationship, and a positive relationship), what types of results did you experience when diversity and inclusion were present in the company? Remember that diversity can be a multitude of dimensions, such as age, gender, race, ethnicity, religion, etc. After providing your experiences, discuss why you believe that results were no relationship, a negative relationship, or a positive relationship and the reasons for the results, such as the attitudes of the employees, lack of training on diversity, no leadership involvement, etc.
Finally, after reviewing the diversity and inclusion theories discussed this week, which diversity/inclusion theory do you believe the company relates the closest to (for positive relationships) or would have benefited from using (for no relationships or negative relationships)? For your peer reply, suggest changes that could have been made to the groups that either had a negative relationship or no relationship at all.
2. Business experts suggest that the key to a successful workplace is a culture that is unified, empowers all employees, and focuses on the morale of employees in order to increase workplace productivity. In today’s organizations, we do have more diversity than ever before. This has presented some challenges, so when we consider the organization’s culture, it is important to understand how diversity does impact it.
Is a unified culture possible in a diverse workplace? For the discussion forum this week, please choose one side in this question, and explain your reasoning. In your peer responses, respond to a peer who has an opinion that differs from your own, and provide reasons as to why you disagree with their stance.
If you are unable to find a peer with whom you disagree, respond instead to a peer with whom you agree. What points did they have that resonated with you?
By posting in this forum, you will have a chance to engage in a learning activity that will allow you to be more self-aware of your attitudes regarding diversity and inclusivity and the role that these attitudes can play in shifting organizational inclusivity and diversity (Unit Learning Outcomes 2.1 and 2.2).
3. Completing this learning activity will help you to analyze an organization’s diversity so that you can begin to distinguish between healthy and dysfunctional thoughts and behaviors as they relate to diversity and inclusion (Unit Learning Outcome 3.2).
For this unit’s discussion, consider a company that you currently work for or have previously worked for. If you have not worked for a company, consider this university during your discussion.
Complete an internal analysis of how diverse your chosen company or university is. Consider the dimensions of diversity that you learned in Unit II to assess the diversity and inclusion in your organization. Provide a synopsis of the findings in your initial post, and discuss how the behaviors and thoughts on diversity in both the organization and the community have impacted its diversity.
If the company is quite diverse, provide your thoughts on how this has been accomplished. If the company is not diverse, provide your suggestions for improving diversity and inclusion in the organization.
Delivering a high-quality product at a reasonable price is not enough anymore.
That’s why we have developed 5 beneficial guarantees that will make your experience with our service enjoyable, easy, and safe. | https://punctualpapers.com/123-education-homework-help/ |
Abstract. This research aims to synthesize the most recent studies on international student mobility adjustment difficulties in order to come up with a set of recommendations for the institutions involved in the management of international students in European countries. Specifically, this study analyses the psychological processes that international students experience during their mobility. Furthermore, based on these findings, the authors underline the strategies that European countries, wishing to consolidate their position on the international education market, might adopt in order to attract international students and to support them during their integration processes. In terms of methodology, this paper uses the systematic literature review protocol, starting with framing review questions, identifying relevant works, establishing the criteria of selecting the studies that are analysed, summarizing the evidence and drawing relevant conclusions.. The main practical contribution of the study consists in a systematic list of good practices for institutions interested in easing the cultural adjustment process for their international students. Research limitations and practical implications are also addressed.
Keyword: international students, international mobility, adjustment, acculturation, studying abroad. | http://www.managementmarketing.ro/home.php?var%5B1%5D=2&var%5B3%5D=2013&var%5B2%5D=312 |
The purpose of this paper is to investigate the relationship between CRM dimensions (i.e. customer orientation, CRM organization, knowledge management, and technology based CRM) and various aspects of organization performance (i.e. financial, customer, internal process, and learning and growth) in Malaysian hotels.
Design/methodology/approach
This is a quantitative study, the response came from the managers of 152 Malaysian hotels (3 to 5 star) and data collected was subjected to correlation and regression analysis in pursuance of the study's stated objectives.
Findings
The results of this study suggest that all dimensions of CRM (i.e. customer orientation, CRM organization, knowledge management and technology based CRM) have a positive and significant impact on different perspectives of hotel performance. However, CRM technology failed to show a significant relationship with learning and growth perspective of hotel performance.
Research limitations/implications
An emphasis has been placed on the direct relationship between CRM dimensions and organization performance perspectives as well as, the study concentrated only on 3 to 5 star hotels.
Practical implications
Meaningful implications are made that building an extensive and effective CRM dimensions in hotel firms is crucial to face a high competition and improve performance in Malaysia hotel sector.
Originality/value
The paper addresses CRM dimensions issues specifically for hotels in Malaysia.
Details
Keywords
The military action prompted expressions of concern from the UN and Amnesty International this week about reports of extrajudicial killings and other abuses in the…
Details
DOI: 10.1108/OXAN-DB271196
ISSN: 2633-304X
Keywords
Geographic
Topical
Maria do Rosário Meireles Ferreira Cabrita, Maria de Lurdes Ribeiro da Silva, Ana Maria Gomes Rodrigues and María del Pilar Muñoz Dueñas
The purpose of this paper is to investigate the level of intellectual capital (IC) awareness among Portuguese bank managers and which disclosure techniques are most…
Abstract
Purpose
The purpose of this paper is to investigate the level of intellectual capital (IC) awareness among Portuguese bank managers and which disclosure techniques are most common. The annual report is regarded by some authors as the most important vehicle of information about banks’ affairs because of some specific characteristics of banks’ activities. However, organizations are increasingly using their webpages to disclose a broad spectrum of information. The objectives of this study are twofold: to investigate how Portuguese bank managers perceive the impact of IC disclosure on the bank’s competitiveness; and to assess the extent to which Portuguese banks voluntarily report their IC in annual reports vs webpages.
Design/methodology/approach
The methodology involved in the exploratory study includes the collection of secondary data – annual reports and websites – collected from the 28 banks operating in Portugal, and semi-structured interviews from 25 banking managers. Content analysis is applied using a constructed index based on two European frameworks – Intellectus and InCaS – slightly modified to take into consideration the peculiarities of the sector.
Findings
Results show higher level of IC disclosure in annual reports than that provided in websites. Human capital and structural capital are the most reported category in annual reports and, conversely, the disclosure of relational capital is higher in the webpages. Findings are found similar in comparison to various other studies on the subject which reveal very low level of IC disclosure, not yet receiving priority from the mentors of banks. Interviews reveal that not many managers recognize the need and significance of measuring and reporting IC, although it is recognized as a driver of competitiveness. For protecting business confidentiality, banks do not want to report information of sensitive nature.
Research limitations/implications
The analysis is limited to a single sector. Future research can expand to other industries (e.g. manufacturing, technological, services) to enable a more comprehensive understanding of IC disclosure in Portugal. The cross-sectional approach is also a limitation. A longitudinal study could be conducted for capturing the trend of reporting practices during the period. Further research could apply research methods other than content analysis (e.g. questionnaire survey, interviews or mixed-methods) in order to obtain a more in-depth view of how the Portuguese organizations manage, measure and report their IC.
Practical implications
Research may be of relevance for both banking managers and regulators. For banking managers because it offers an opportunity to envisage their banks’ future potential for growth and competitiveness. For regulators, the relevance of the study focusses on their understanding of developing mandatory reporting or additional policy requirements. This study provides a motivation for further research that contributes to a body of knowledge and practices on the IC disclosure.
Social implications
Emerging from the years of a financial crisis, restoring trust and confidence is the most critical challenge for banks to become competitive. IC disclosure could help to restore confidence.
Originality/value
The existing literature on the IC reporting and disclosure in the context of banking sector is limited. Based on the Intellectus model and the InCaS model we built an index of IC disclosure to banking sector which contributes to a greater accuracy, transparency and reliability in the disclosure of this unique sector. This initiative may encourage its applicability in other sectors. | https://www.emerald.com/insight/search?q=Abdul%20alem%20Mohammad |
Systematic Literature Review: The first section of the thesis explored ‘compassion satisfaction’ (CS): a positive effect of caregiving where gratification is derived from caring for patients. Stamm’s model of professional quality of life was employed to analyse 16 quantitative studies for evidence of predictors and correlates of CS in mental health professionals (MHPs). CS was associated with increased age and clinical experience, health and wellbeing, therapeutic bond and the MHP’s capacity to maintain a coherent view of their social world, themselves and their clients. Several papers revealed preliminary evidence of a negative relationship between CS and compassionate stress in MHPs. Research Paper: Given the apparent lack of compassion within healthcare services, this quantitative study investigated the impact of individual differences in 104 direct-care staff on the challenges to compassion they experience towards patients who are detained under the Mental Health Act. The Challenges to Compassion Questionnaire was developed for the purposes of this research, and demonstrated good internal reliability and validity. Overall, staff reported minimal challenges to compassion. A multiple regression analysis revealed that intrapersonal emotional intelligence and CS predicted fewer challenges to compassion. Recommendations for promoting compassionate care target individual, interpersonal and organisational factors. Critical Appraisal: The final section adopted a critical and reflective stance to consider the initial decision-making processes regarding the research paper, including the rationale for the study and the chosen data collection methodology, and the practical and procedural challenges encountered during the course of the research, such as ethical approval processes and the impact of software compatibility on survey response rates. The report then explored the primary constructs adopted within the research paper, including compassion and attachment theory and the implications of their conceptualisations on the research findings, before examining pragmatic applications of the results and offering recommendations for future research. | https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.695870 |
This study aims to design and validate a conceptual and practical model of co-creation. Co-creation, to design collaborative new products, services and processes in contact with users, has become more and more important because organisations increasingly require multidisciplinary collaboration inside and outside the organisation to respond to challenges and create added value.
Design/methodology/approach
This is a design and validation study, which uses mixed-methods, a reconstructive design and a semi-structured interview with a questionnaire as validation. The designed model is validated by 14 scholars and practitioners across fields.
Findings
Designed is a conceptual and practical model, the four-dimensional Co-Creation-Wheel, which contains success factors for co-creation: 12 internal team factors plus 4 external conditions and a core. The validation study of this model, scientifically and as a practical instrument, supported the importance of the components of the model and suggested slight improvements. This resulted in a refinement of the first designed Co-Creation-Wheel.
Research limitations/implications
Although restricted usefulness to large-scale structured innovation practices was expected, the instrument has a broader reach. First applications demonstrate that this Co-Creation-Wheel is multifunctional and international. It inspires, supports reflection of collaboration, stimulates interventions to enhance co-creation practices and human resource development (HRD) activities and is able to measure the quality of co-creation elements. Further research on its effects in co-creation practices is necessary, especially on the role of HRD in co-creation..
Originality/value
This study is the first to design and validate a multifaceted, holistic conceptual and practical model of co-creation that is easy to use for innovators in practice and is multifunctional.
Details
Keywords
Corry Ehlen, Marcel van der Klink, Uta Roentgen, Emile Curfs and Henny Boshuizen
The purpose of this paper is to test the feasibility of a conceptual model on relations between organisational innovation, knowledge productivity and social capital. It…
Abstract
Purpose
The purpose of this paper is to test the feasibility of a conceptual model on relations between organisational innovation, knowledge productivity and social capital. It explores processes of knowledge productivity for sustainable innovation and associated HRD implications in knowledge intensive organisations, taking the perspective that social capital is a key influencing condition.
Design/methodology/approach
This qualitative case-study concerned a large-scale innovation project between knowledge-intensive organisations. Semi-structured interviews were conducted with 20 participants from six innovation groups as well as with the project management.
Findings
Findings showed that four dimensions of social capital influence knowledge productivity, each requiring a minimum quality to create a rich innovation environment for sustainable results. The relational and cognitive dimensions seem most important, while the action dimension makes them productive. Knowledge productivity appears twofold, i.e. organisational innovation, and professional ability for future innovation. Found are 18 new indicators.
Research limitations/implications
Only one large-scale inter-organisational case was conducted.
Practical implications
It is suggested that project management, group leaders and HRD officers target social capital as condition for knowledge productivity that should be stimulated, not just by planned interventions, but by “being” there as supporter, coach and mediator.
Originality/value
The article contributes to our knowledge about innovations in knowledge-rich organisations, broadens the concept of knowledge productivity, and provides a new framework of social capital as intervention model for HRD. In addition, not often dealt with in literature, the dynamic of innovation is shown. | https://www.emerald.com/insight/search?q=Corry%20Ehlen |
The Iraqi constitution mandates a quota of 25% for women in the Council of Representatives (COR), the national parliament, and in the Provincial Councils (PCs), elected in each of the eighteen provinces. The existence of the quota since 2005 has helped many women assume elected office and raised the profile of women in politics. Despite this, women candidates have difficulty in winning seats in COR or in PCs on their own merit, without the quota system. According to statements by women candidates, women need support in a variety of areas in order to strengthen their candidacy and present a persuasive alternative to the electorate.
The Iraq Foundation (IF), an independent NGO working in Iraq since 2003, will implement a project to study the challenges, and the opportunities, facing women candidates for elected office, with the purpose of providing the international community and local stakeholders with a needs-assessment/study that can form the basis of evidence-driven future support. The project is supported by, and will be carried out in coordination with, the United Nations Assistance Mission to Iraq (UNAMI). All reports and other outputs of the project will be shared with UNAMI. The Economic and Social Council for West Asia (ESCWA) will provide input on international standards and best practices. In a subsequent phase of the project, and in the context of Provincial Council elections scheduled for April 2020, IF intends to use the findings of the study to carry out training for women candidates PC elections in early 2020.
The Iraq Foundation seeks to hire a regional expert to prepare a framework and tools for the needs-assessment/study, train local researches to conduct the research, and submit a report and recommendations based on the research outcomes. The regional expert will report to the Iraq Foundation. Where indicated, the regional expert will consult with ESCWA.
Specific Terms of Reference
- Using international standards, design a framework for a study of the needs of women candidates for elected office in Iraq and the electoral challenges they face. Consult with ESCWA in finalizing the framework.
- Work with a local consultant to define the local context for the study
- Train local researchers
- Oversee the conduct of the research and compile data.
- Prepare a needs-assessment study based on the research, with a recommendation for specific assistance to meet the needs. Consult with ESCWA in finalizing the study
Scope of Work
- Using international standards, prepare a methodology and tools in Arabic to conduct research into the needs of women candidates and the practical challenges they face in their candidacy for elected office. ESCWA will provide input on international standards and regional models.
- Communicate with Iraqi local gender expert to anchor the research in the local Iraqi socio-political context
- Train local researches on methodology and proper use of research tools
- Compile and analyze data from the research output
- Prepare a draft study in English based on the research, identifying the electoral needs of women candidates, and recommending interventions by local and international agencies. Obtain input from ESCWA on international standards and regional models
- Submit the draft study to the Iraq Foundation for review
- Edit and submit the final study to Iraq Foundation
Specific Deliverables
- A framework and tools for research in Arabic
- Training of local researchers in Arabic
- English language report/needs assessment with recommendations for action
Required Skill and experience
- Demonstrated understanding of women’s political participation in the MENA region
- Demonstrated experience in research and study of needs and challenges facing women in politics in the MENA region
- Excellent written and oral skills in English and Arabic
- Ability to travel to Erbil
- Preferred: previous work with UN agencies
Duration
Estimated number of working days: 20 days from October 15- December 30, including two days in Erbil.
Remuneration: $11,000. Travel and per diem expenses will be paid by the Iraq Foundation.
Deadline for receiving applications: October 5, 2019. | http://www.iraqfoundation.org/call-for-regional-consultant-applications/ |
A research proposal is a document establishing a peer-reviewed study with goals, a timeframe for accomplishment, and project-answered challenges. The effects of the anticipated study findings on the community and the environment have also been highlighted in a captivating proposed study.
Whether for a domestic or foreign fellowship, a project plan is an essential component of the petition. A project report, for example, is an answer that would be considered burdensome to prepare.
What does a Research proposal do?
The whole research inquiry is introduced inside the research proposal. It demonstrates the degree of expertise as well as ability in the pertinent disciplines. Similarly, the investigative report provides the viewer with some suggestions concerning the approach you propose to implement.
How I Can Write a Research Proposal for the scholarship?
One might better convey your investigation if you have a project paper. The future research queries should be yours to answer. People have been left with the task of summarizing the existing data analysis aim.
1# Prepare a cover page
Not only does the project’s title page serve as the proposal’s presentation, in addition to the complete research. There are the key essential parts:
- The names of your supervisor
- The subject of the study
- The name
- The name of an institution
Have it appear credible and efficient.
2# Write the introduction with Research Objectives
It is extremely critical for determining the reader’s mindset. Identifying the research’s aim is its primary purpose at the beginning. It also describes the study’s background in pertinent domains. The context favors your competence because of your mentality of filling in the voids that are currently visible. One should perhaps discuss the likely results of your analysis.
3# Give due attention to the literature review
As you acquire something about your study’s goals, then make any reference to the available literature. One’s zeal for the study is noticeable to the viewer in the existing literature. This also shows that your discovery has a history and is not entirely original. The potential of a well-structured research study to instruct the reader about previous achievements within the topic is yet another feature.
4# Write down your research methodology
This section of the proposal only specifies the procedures you will take to carry about the expected effect. The approach to the study is outlined in the research design. It thus aids the readers in determining the actual validity of your work. Discuss the constraints of the strategy too. In other respects, take a practical perspective.
5# Mention a timeline
Arrange the study into different phases. All of it is encompassed by the timeframe. The schedule aids in staying on top of the studies for you as well as the institution. Further, it serves as an alert whenever you are involved in research h investigation while concentrating too much on one particular phase.
6# State the required funds
Just basically indicate your full survey’s expense. One must separate the studies but also disclose the expense of each section in order to clarify it. Consider each detail with precision.
7# Bibliography or referencing
Citations to any published papers, essays, or texts that you highlighted within your project are included as well.
Research Proposal Must Be Factual and Write it in Scientific Tone!
- Avoid using a title for your study that is confusing.
- The content would use adequate language. The language ought to be comprehensible.
- Use precise sentences.
- Single-sentence representations of the main concept. | https://scholarshiphither.com/research-proposal-for-scholarship-applications-full-guide/ |
Published by Emerald Group Publishing Ltd. in Supply Chain Management, volume 15 issue 1, 2010. Bryant users may access this article here.
Publisher
Emerald Group Publishing Ltd.
Publication Source
Supply Chain Management
Abstract
Purpose - The purpose of this paper is to explore how a sourcing professional arrives at a decision to use an electronic reverse auction (eRA) to source a particular requirement by examining eRA appropriateness. Design/methodology/approach - Past eRA research findings are synthesized into a summary table. From a comprehensive review of the literature, theories of technology adoption, social influence, referent-dependence theory, and planned behaviour are discussed and synthesized into a model that explains the antecedents of eRA appropriateness. A case study methodology using structured interviews resulted in a refined model that sheds light on some of the controversial findings regarding electronic reverse auction appropriateness. Findings - Expected savings, buyer confidence, and prior eRA sourcing satisfaction are identified as new constructs that help explain the decision to source via eRAs. Additionally, perceived eRA appropriateness is proposed as a new construct that mediates the influence of external, strategy factors on the decision to source via eRAs. Research limitations/implications - Recent literature suggests that the benefits of reverse auctions are overstated and reverse auctions constitute a fundamentally coercive use of buyer power. Reconciling the conflicting supplier perceptions of reverse auctions as use of coercive power with buyer perceptions of cost savings requires an explanation for the factors that lead to the decision to source via eRAs. Practical implications - The modern competitive supply chain environment entices businesses to explore all avenues for cost savings. Explaining the drivers of reverse auction use illuminates the advantages and pitfalls of reverse auctions as a strategic sourcing venue. Originality/value - From an extensive review of the eRA literature and eight case studies, the authors propose a model that integrates and extends previous eRA research. Key insights from the model are the mediating effect of perceived eRA appropriateness and the integration of individual level variables with the strategic decision to source via eRA. Additionally, a table is provided summarizing the findings from relevant eRA research that reveals key insights into the phenomenon.
Recommended CitationHawkins, Timothy G.; Gravier, Michael; and Wittmann, C. Michael, "Enhancing Reverse Auction Use Theory: An Exploratory Study" (2010). Marketing Department Journal Articles. Paper 26. | https://digitalcommons.bryant.edu/mark_jou/26/ |
The main aim of the present study is to explore field of Six Sigma and discover the limitation of the present research work. The study also tries to find emerging aspects, trends and future directions and explore unfocused areas of Six Sigma. The present study involves an analysis of 179 research articles published from 1995 to 2011 in 52 selected reputable journals.
Design/methodology/approach
The methodology of critical assessment involves selection and classification of 179 research articles on Six Sigma. The selected articles are classified by: time distribution of articles, research methodology, research stream, authorship patterns, sector-wise focus of articles, integration with other manufacturing philosophies, implementation status and performance measurement of the models or framework. Then, the suggestions for the future scope of research possibilities and development are identified.
Findings
The study provides a taxonomical and integrated review of articles. Further, this study provides perspectives on conceptualization and various critical parameters for research. Through this literature review, many issues are addressed which have not previously been adequately covered. The findings include: increase in empirical nature of research articles, need for spreading research in the field of Six Sigma implementation, need for more interregional research collaborations, need for integration of Six Sigma philosophy with other philosophies and lack of implementation, i.e. testing and validation of the proposed models or frameworks by researchers.
Practical implications
The present study has explored an unfocused area of Six Sigma which will help future researchers to concentrate on the grey areas of Six Sigma. The study will help professionals to get a comprehensive database of Six Sigma articles and their use in practical situation. The results obtained from the study are expected to help researchers, academics and professionals to focus on the growth, pertinence and research developments to implement Six Sigma principles.
Originality/value
This paper will be of great help for those carrying out research in Six Sigma field including academics and practitioners in terms of Six Sigma growth describing the trends, sources and findings. The unique feature of this research is the large sample size and a time span of 16 years (1995-2011). The unique feature of this research is the large sample size and a time span of 16 years (1995-2011).
Keywords
Citation
S. Reosekar, R. and D. Pohekar, S. (2014), "Six Sigma methodology: a structured review", International Journal of Lean Six Sigma, Vol. 5 No. 4, pp. 392-422. https://doi.org/10.1108/IJLSS-12-2013-0059
Publisher: | https://www.emerald.com/insight/content/doi/10.1108/IJLSS-12-2013-0059/full/html |
This paper aims to report the results of a study focusing on the competencies and skills of supply chain managers, their use of supply chain technologies and future challenges in supply chain management (SCM), including issues relating to globalisation, environment, and supply chain integration.
Design/methodology/approach
The study uses a questionnaire survey to collect data from Australian supply chain professionals. A total of 921 surveys were mailed out and 148 responses were received, giving a response rate of 16 per cent.
Findings
Communication and teamwork is identified as the most important competencies for successful supply chain integration. Knowledge of a broad range of technologies is considered essential; however, their use remains somewhat low. Environmental issues relating to the management of scarce resources are identified as having a significant impact on supply chain strategies.
Research limitations/implications
The study adds to the literature on the above issues by providing empirical findings from an Australian context which can be used for comparative assessment against similar studies from other countries.
Practical implications
The study provides insights for firms, industry associations, and governments by identifying the competencies and skills that are required to be developed for supply chain professionals. The findings also indicate the level of awareness and the extent of the adoption of information and communication technologies as well as the perceptions of supply chain professionals on the future challenges of SCM.
Originality/value
The study is timely given the highly dynamic environment that businesses currently operate in and the challenges that it presents to supply chain professionals.
Keywords
Acknowledgements
The authors would like to thank GS1 Australia for their support in conducting this study and to Ms Christine Alemao and Ms Sanaz Bayati for providing research assistance during various stages of this project. The authors also thank the Guest editors for this special issue for their valuable feedback and recommendations on the earlier version of the manuscript.
Citation
Prajogo, D. and Sohal, A. (2013), "Supply chain professionals: A study of competencies, use of technologies, and future challenges", International Journal of Operations & Production Management, Vol. 33 No. 11/12, pp. 1532-1554. https://doi.org/10.1108/IJOPM-08-2010-0228Download as .RIS
Publisher: | https://www.emerald.com/insight/content/doi/10.1108/IJOPM-08-2010-0228/full/html |
The purpose of this paper is to investigate the uses and gratifications (U&G) theory for evaluating social media usage in higher education. The paper reports on a social media awareness campaign which was designed and implemented in a higher education context as extra-curricular content.
Design/methodology/approach
A case study research approach was used and the theoretical model was adopted in a South African higher education institution where a social media campaign was conducted to improve environmental awareness. The activities of the environmental awareness campaign were conducted using popular social media such as Facebook and YouTube. The U&G theory was used to evaluate social media usage before and after the campaign. Three gratifications (or factors) of the U&G were used, namely coordination, immediate access and social presence.
Findings
The findings revealed an increase in environmental knowledge during the campaign and a positive correlation was found between activity on the social media campaign and environmental knowledge. However, the ratings for the U&G gratifications were lower in the post-test evaluation than in the pre-test evaluation for all three factors. This low rating could indicate that the use of social media for these gratifications and the acceptance of social media used for extra-curricular educational purposes are low. Through qualitative feedback three other factors that influenced the usage and acceptance of the campaign social media were identified, namely: time, attitude and a fast internet connection.
Research limitations/implications
One limitation of the study was the relatively small sample size of 72 students in one higher education institution.
Practical implications
The findings of the study still provide deeper insight into students’ usage of social media for extra-curricular education and the theoretical model can be used in other studies on social media usage.
Originality/value
Whilst several studies have investigated social media use for learning, there is limited research which explores the usage and acceptance of social media for extra-curricular knowledge.
Details
Keywords
Andre Calitz, Samual Bosire and Margaret Cullen
This paper aims to show that business intelligence (BI) is a key component of a sustainability-reporting framework for higher education institutions (HEIs).
Abstract
Purpose
This paper aims to show that business intelligence (BI) is a key component of a sustainability-reporting framework for higher education institutions (HEIs).
Design/methodology/approach
Four questionnaires were administered to Registrars and managers at 21 South African HEIs and at selected international HEIs. The data analysis entailed both descriptive and inferential statistics.
Findings
The study confirmed that factors such as management buy-in, the availability of BI reports and the provision of reporting guidelines were positively related to effective strategic planning. The study shows that the use of BI by South African HEIs is still at a low maturity level.
Research limitations/implications
The case study used is the Nelson Mandela University in Port Elizabeth, South Africa. The implications are relevant for all 26 HEIs in South Africa.
Practical implications
HEIs must invest in technological tools, including BI to provide information in understandable and usable formats for management and other relevant stakeholders.
Social implications
BI reporting can assist all stakeholders to obtain the relevant and required information relating to HEI operations and strategic management initiatives and activities.
Originality/value
The study concludes that HEIs ought to invest in BI technologies that can assist the sustainability reporting process to ensure stakeholder satisfaction and regulatory compliance.
Details
Keywords
Brenda Scholtz, Andre Calitz and Ross Haupt
Higher education institutions (HEIs) face a number of challenges in effectively managing and reporting on sustainability information, such as siloes of data and a limited…
Abstract
Purpose
Higher education institutions (HEIs) face a number of challenges in effectively managing and reporting on sustainability information, such as siloes of data and a limited distribution of information. Business intelligence (BI) can assist in addressing the challenges faced by organisations. The purpose of this study was to propose a BI framework for strategic sustainability information management (the Sustainable BI Framework) that can be used in HEIs.
Design/methodology/approach
The research applied the design science research methodology whilst using a South African HEI as a case study. The problems with sustainability information management were identified, and a theoretical framework was proposed. In addition, a practical BI software tool was developed as proof of concept to address these problems and to assist with the management of strategic sustainability information in an HEI.
Findings
The proposed sustainability BI tool was evaluated through heuristic and usability evaluations with senior management. The results indicated that the usability of the BI tool was positively rated and that the framework can assist in overcoming the constraints that HEIs face in effectively managing sustainability information.
Research limitations/implications
The research was limited to a single case. However, the theoretical framework was derived from and expanded on existing stakeholder theory, sustainability reporting theory and literature on BI dashboard development. The framework was implemented successfully in the Sustainable BI Tool prototype at the case study, and the results reveal in-depth information regarding information management for sustainability reporting in higher education.
Practical implications
The Sustainable BI Tool is a solution that integrates data from multiple areas of sustainability and provides a single integrated view of the information to stakeholders. The information is provided through performance dashboards, which provide predictive capabilities to enable management to report on sustainability and determine if the institution is meeting its strategic goals. The lessons learnt can also assist other HEIs considering implementing BI for sustainability reporting.
Social implications
Improved sustainability reporting for HEIs provided by the BI framework can improve the environmental and social impact of the educational community.
Originality/value
This study provides the most comprehensive framework for guiding the design of a BI tool to assist in effectively managing sustainability information in HEIs. | https://www.emerald.com/insight/search?q=Andre%20P.%20Calitz |
The purpose of this study is to provide an analysis of the teacher education program focused on the development of the research competence of the preservice teachers, difficulties they encountered in conducting action research and the need to provide them with realistic research opportunities.
Design/methodology/approach
This qualitative study made use of data sources taken from observations, feedback sessions, presentations and follow-up written interview of 133 randomly selected preservice teachers.
Findings
Findings reported that the multicultural preservice teachers have novice research skills and that the real-world application of their research skills developed their research competence. However, they encountered difficulties creating their action research, such as in the literature review and the research conceptualization.
Research limitations/implications
Aside from the self-reported experiences of the students, the training on the action research mainly focused on the conceptualization, design formulation of interventions and proposal writing stage but were not implemented due to course constraints.
Practical implications
This study can assist policymakers to integrate a mandatory research course as part of the curricular offerings and for the university to create space for students to practice their research skills based on real-life problems in the basic level institutions.
Social implications
Understanding the challenges, difficulties, and basic competence in the research development of the preservice teachers would strengthen the research practice of the future teachers for evidence-based teaching in the schools.
Originality/value
The limited literature focus on the development of research competence on teacher education students using action research, including the difficulties that university students experience in doing research based on a societal context. | https://www.emerald.com/insight/search?q=Cathy%20Mae%20Dabi%20Toquero |
The purpose of this paper is to investigate and contribute to the understanding of the critical issue of “driver turnover” in the USA long-haul trucking environment which is becoming a malaise in the transportation sector not only in the USA but also worldwide. Most importantly, it accomplishes this through an exploration of the perceptions of the “drivers” themselves regarding the external customer-base in the trucking industry. This, to the best knowledge of the authors, has not yet been done and so becomes the missing angle in focus on driver turnover research.
Design/methodology/approach
This exploratory study employs a qualitative research methodology via in-depth interviews of a select sample of drivers in a field setting followed by content analysis of the responses. This methodology, by and large, is the most suitable for this type of exploration.
Findings
A content analysis of the perceptions of drivers reveals several important reasons (or causes) for driver turnover. This paper elaborates on those and offers customer-centric solutions to alleviate the plight of the driver and improve overall performance in the trucking sector.
Research limitations/implications
Needless to say, this exploratory research should be replicated in several other locations within the USA, other settings (e.g. trucking in extreme conditions), and other countries in order to enhance the external validity of the findings and recommendations.
Practical implications
All implications of this research are practical as they have direct managerial significance.
Originality/value
The value of this research lies in the fact that, to the best knowledge of the authors, this is the first study that explores the perceptions of long-haul drivers regarding the external customer-base of the trucking industry. The findings have direct implications for management in the trucking sector.
Keywords
Citation
Sersland, D. and Nataraajan, R. (2015), "Driver turnover research: exploring the missing angle with a global perspective", Journal of Service Management, Vol. 26 No. 4, pp. 648-661. https://doi.org/10.1108/JOSM-04-2015-0129Download as .RIS
Publisher: | https://www.emerald.com/insight/content/doi/10.1108/JOSM-04-2015-0129/full/html |
Funds:
$275,000
Research Agency:
Battelle Memorial Institute
Principal Investigator:
Edward Fekpe
Effective Date:
12/1/2000
Completion Date:
6/1/2003
Background:
Most transportation data in North America are linearly referenced in a one-dimensional (1-D) model. The implications of spatial data quality in the 1-D model are not well understood, placing significant limitations on the value of analyses using these data and the efficacy of subsequent decision making. National spatial data quality standards have been established for 2-D and 3-D data. These standards allow users to understand the robustness of the data and to make judgments concerning the level of risk in decision making.
Many methods have been used to measure the positions of objects or events relative to the highway network, and emerging technologies, such as Global Positioning Systems (GPS), are providing highly efficient means for accurately establishing 2-D and 3-D positions that can be used to rapidly and conveniently locate point features such as accidents, signs, and intersections. GPS can also be used for locating moving vehicles in real time. Recently, data-collection vehicles with GPS positioning capability have been acquired by some transportation agencies to support highway inventories and photologging. Difficulties arise with the use of GPS technology because, traditionally, the location component of a data item is captured in coordinates (2-D) that must be transformed to some linear reference such as log-mile point (1-D). Moreover, analytical operations on spatial data, in support of transportation applications, are complicated because coordinate geometry cannot be applied to positions referenced in linear space (e.g., the distance from A to B is measured along a path, not along a straight line between coordinates).
There are a variety of needs that provide impetus for developing a better understanding and means to assess positional-data quality (i.e., 1-D spatial data). Decision makers need to understand the implications of positional-data quality on device and system capabilities, because increased quality implies higher costs. For example, the designers and managers of GIS need guidance on the appropriate scales and number of calibration points in formulating DOT base maps. Persons involved in using GIS-generated data summaries need to know the bounds on "true" location that can be derived from the integration of diverse data sources (e.g., data collected using distance measuring instruments and GPS). There is also the need for methods that will allow the transformation between location referencing systems in the field and in the office and measures of the confidence limits of these transformations. This research is intended to compile and develop information needed to address issues related to positional-data quality and to formulate methodologies to analyze the impacts or effects when considering trade-offs or transforming the location data obtained from different measurement systems.
Objective:
The objectives of this research are to (1) identify the positional-data quality needs for common transportation applications, (2) document the effectiveness of various techniques for establishing spatial positions, (3) develop methodologies for assessing the impacts of positional-data accuracy in transformations between measurement techniques and spatial referencing systems, and (4) package the findings into materials that can be readily implemented by DOT personnel.
For this project, all types of spatial data should be included with a primary focus on linearly referenced data that is predominant in transportation agencies. Also, positional-data quality is intended to include, at least, data accuracy, precision, and resolution.
Tasks:
It is envisioned that the following tasks need to be undertaken: (1) Review literature and other sources of information to (a) characterize spatial data currently used by transportation agencies; (b) identify uses of spatial data; and (c) identify methods for measuring, describing, and reporting the quality of spatial data. (2) Assess the current and potential applications of spatial data and their sensitivity to positional-data quality in transportation. Identify emerging and future applications and their positional-data quality requirements. (3) Compile information on the accuracy capabilities of various spatial-measurement techniques. These should include map scaling, milepost referencing, survey methods, distance measuring instruments, aerial photography, GPS, and others. Use information from recent studies on accident-location referencing, sign inventories, environmental analysis, ITS technology, and other subjects, as appropriate. (4) Describe the sources and measures of errors in spatial data. Develop a conceptual model for data error and a methodology for transformatting data across the different dimensions with appropriate measures of data error. It is expected that both field and office procedures will be included in the methodology. Provide examples of the implications of data quality and describe methods for documenting, labeling, testing, and displaying indices of positional-data quality. (5) Identify potential case studies that could be used to indicate positional-data quality impacts. Describe study methods that would be used to test the efficacy of the model developed in Task 4. (6) Submit an interim report describing the findings of Tasks 1 through 5 for review by the project panel. The interim report should (a) describe the conceptual data-error model, (b) outline the methodology for data transformation, (c) summarize the information compiled on positional-data quality requirements, and (d) synthesize the capabilities of various spatial measurement techniques. Outline the efforts planned to assess the impacts of altering positional-data quality requirements on transportation applications. The interim report should describe a means for disseminating information derived from this project and procedures for its maintenance after the completion of the project. (7) Develop and document methodologies for making the transformations identified in Task 4, incorporating positional-data quality measures. The methodologies should include algorithms, flow charts, pseudo-code, and other materials, as appropriate. (8) Develop a prototype data-error model and test it using the case studies described in Task 5. Document the case study results. Recommend revisions to the model based on the results and make those changes to the model approved by the panel. (9) Prepare materials to facilitate the use of the data-error model and methodologies developed in this project. (10) Develop guidelines for incorporating indices of positional-data quality into GIS displays (e.g., define on-screen messages, identify potential data integration problems, use fuzzy lines to represent the confidence limits on spatial locations). (11) Prepare recommendations for additions, modifications, and/or deletions to positional-data quality standards. (12) Prepare a final report that documents the efforts conducted under this research project. The final report should include an executive summary that can be used as stand-alone document. It should also include explicit recommendations for future research on spatial data error.
Status:
Completed
Product Availability:
The final report has been published as
NCHRP Report 506
.
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Purpose: The purpose of the current study will be to determine the efficacy of on-boarding practices within the tertiary sector from the employee perspective and establish application strategies for best practices. The study will aim to address the current gaps within the literature. Originality: The study will integrate different perspectives within the management, sociology and psychology literature through applying a theoretical framework to the tertiary industry. The study will also attempt to address the impact technology on the on-boarding and socialisation processes. Key literature / theoretical perspective: The study uses a framework based on literature from the organisational socialisation, organisational psychology and human resources management perspectives. Design/methodology/approach: The study will use multiple research methods to triangulate results, including interviews, a quantitative survey and an experimental study. Findings: Preliminary findings from interviews conducted with staff from three Sydney Universities have provided evidence to give support for research propositions and the theoretical framework. Research limitations/implications: The expected limitations of the study will be that the current will only involve Australian universities allowing for future research with larger or international samples to increase generalisability. Practical and Social implications: Improving the understanding of on-boarding processes will provide benefits as organisations will be better at meeting employee needs and facilitating adjustment to new roles, meeting expectations and improving productivity. | https://researchers.mq.edu.au/en/publications/an-on-board-theoretical-framework-in-the-australian-tertiary-sect |
Conducting research that is both practice- and theory-relevant is important for the service research community. Action research can be a fruitful approach for service researchers studying the transformative role of service research and wanting to make contributions to both the research community and to practical development. By exploring the current use of action research in service research, this study aims to make suggestions for enhancing the contribution to theory and practice development and to propose criteria for research quality for action research in service research.
Design/methodology/approach
This study builds on a systematic literature review of the use of action research approaches in service research.
Findings
The study makes three main contributions. First, it posits that any action research project needs to consider the four elements of problem identification, theorization, creating guiding concepts and intervention. Second, based on these elements mirrored in service action research, it outlines and analyzes three approaches to action research (i.e. theory-enhancing, concept developing and practice-enhancing). Third, it suggests a move from instrumental to a more conceptual relevance of the research and elaborates on the criteria for research quality.
Originality/value
This study contributes to the understanding of how action research may be applied for conducting high-quality collaborative research in services and proposes measures to enhance research quality in action research projects focusing services.
Purpose– The purpose of this paper is to explore what motivates patients to participate in service development and how participation may influence their well-being. Health-care providers are increasingly adopting practices of customer participation in such activities to improve their services.Design/methodology/approach– This paper builds on an analysis of data from a service development project in which lung cancer patients contributed by sharing their ideas and experiences through diaries. Out of the 86 lung cancer patients who were invited to participate, 20 agreed to participate and 14 fully completed the task. The study builds on participants’ contributions, in-depth interviews with six participants and the reasons patients gave for not participating.Findings– This paper identifies a number of motives: non-interest in participating, restitution after poor treatment, desire for contact with others, volunteerism, desire to make a contribution and the enjoyment of having a task to complete. A self-determination theory perspective was adopted to show how the need to satisfy basic human needs for autonomy, competence and relatedness determines if and how patients participate. Participation may have important benefits for patients, especially an improved sense of relatedness.Practical implications– Service providers must be prepared to meet different patient needs in service development, ranging from the need to express strong distress to expressing creativity. By understanding the dynamics of motivation and well-being, organizers may achieve better results in terms of improved services and in patient well-being.Originality/value– This study makes a significant contribution to the study of customer participation in service development, especially in relation to health care, by offering a self-determination-based typology for describing different styles of patient participation.
This study aims to investigate service modularization in a manufacturing firm, identifies service modularization processes and examines how these processes change the service module characteristics.
The study is based on a longitudinal case study (2008-2017) of a manufacturing firm. The development of six service modules was analyzed using data from interviews with key informants, informal meetings and internal documentation.
This study suggests five service modularization processes, and that service module characteristics, such as standardization and interconnectedness, change in different ways depending on the service modularization processes used. It further identifies two service modularization routes that each combine the service modularization processes in unique ways with replication as a key process to improve both standardization and customization.
Practical implications
This study elaborates a framework for service modularization, which can serve as a guideline for developing service modules. It also highlights the differences between product and service modularization, suggesting that the role of service module characteristics such as standardization and customization is specific for services.
This longitudinal case study (2008-2017) provides empirical evidence on service modularization and extends existing knowledge on service modularization processes and how they influence service module characteristics.
Purpose: In a time when relationships have become recognized as an integral part of contemporary marketing theory and practice, what role can the sub-discipline of relationship marketing play? The aim with this special issue is to critically assess the state of relationship marketing and call for new ideas to take the field forward.
Design/methodology/approach: We had an open call for papers with an original perspective and advanced thinking on relationship marketing, resulting in 50 originally submitted manuscripts that were subjected to double-blind review. Of these, this issue presents five articles. In addition, we invited well-renowned thought leaders who have contributed to theory development within relationship marketing. This issue starts with their four thoughtful, forward-orientated contributions.
Findings: Several thought-provoking reflections and research findings are presented that urge relationship marketing researchers to explore novel avenues for the future of this area. A prominent way forward may be looking for a common ground in relationship marketing thinking, assessing the extent to which the different literature streams add to marketing research and when they do not, and testing/deploying the learnings in new settings.
Research limitations/implications: This special issue does not address all areas of relationship marketing research. Potential areas for future relationship marketing research are identified.
Originality/value: To assess existent knowledge of relationship marketing is needed to take the field forward.
Purpose - The purpose of this paper is to encourage the reader to think differently about service-related issues and to strive to conduct service research that makes a transformational impact on individuals, organizations and society. The authors suggest that service researchers are in an excellent position to develop research that matters by making stronger connections with theory and elevating purely applied research to research that is higher in both practical relevance and methodological rigor. Design/methodology/approach - This paper takes a conceptual approach, connecting pertinent literature with new ideas highlighted in this special issue. Findings - This paper proposes that service researchers look beyond traditional service applications, take a multi-disciplinary approach to problem-solving and make greater strides towards connecting theory and practice. The authors propose a Model of Rigorous and Relevant Research, and call for fresh thinking across a wide range of research areas, including enhancing the customer experience, crafting innovation, integrating technology and measuring service outcomes. Originality/value - The originality of this essay lies in its focus on revitalizing the discussion on relevance and rigor as a path forward for service research. Additionally, this paper offers new insights on core management aspects of service provision that provide a solid platform for future work in service research.
Purpose – This paper focuses on collaborative consumption; that is, the peer-to-peer (P2P)exchange of goods and services facilitated by online platforms. Anchored in the access paradigm,collaborative consumption (e.g., accommodation rental, ridesharing services) differs fromcommercial services offered by firms (e.g., B2C carsharing). The aim of this study is to examine thenuanced styles of collaborative consumption in relation to market-mediated access practices andsocially mediated sharing practices.Design/methodology/approach – Following the general research trend on mobility services, thecontext of long-distance ridesharing is chosen. Data collection was conducted using participantobservation as peer service provider, 11 ethnographic interviews of consumers, and a netnographicstudy of digital artefacts.Findings – Using practice theory, 10 ridesharing activities were identified. These activities and thenuances in the procedures, understandings, and engagements in the ridesharing practice led to thedistinction of three styles of collaborative consumption: (1) Communal collaborative consumption,which is when participants seek pro-social relationships in belonging to a community; (2)Consumerist collaborative consumption, performed by participants who seek status andconvenience in the access lifestyle; and (3) Opportunistic collaborative consumption, whenparticipants seek to achieve monetary gain or personal benefits from abusive activities.Originality/value – By taking a phenomenological approach on collaborative consumption, thisstudy adds to the understanding of the sharing economy as embedded in both autilitarian/commercial economic system, and a non-market/communal social system. The threestyles of collaborative consumption propose a framework for future studies differentiating P2Pexchanges from other practices (i.e., B2C access-based services, sharing).
Purpose: The purpose of this paper is to provide authors with guidelines for carrying out excellent qualitative service research. It describes the features that editors and reviewers use to evaluate qualitative research and pinpoints what authors can do to improve their manuscripts for publication. Design/methodology/approach: The paper identifies five features of excellent qualitative service research - relevance, rigor, integrity, narration and impact - and describes them with a focus on what they mean and what authors can do to meet these standards. Findings: The paper suggests that manuscripts are often rejected because they fail to meet key standards of excellent qualitative research. It calls for more discussion on research methodology and research ethics, especially when service research strives to make a difference such as investigating critical service contexts or dealing with vulnerable participants. Originality/value: This paper contributes to a better use and application of qualitative research methodology. It focuses on specific actions that researchers can take to improve the quality of their service research manuscripts.
Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the studys interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.
Purpose The purpose of this paper is to review the evolution of empirical research methods in Journal of Services Marketing (JSM), how the choice of methodology is related to the research topic, and how methodology affects the impact of papers published in JSM. Design/methodology/approach Based on citation data from Scopus, bibliometric methods are used to describe the methodological evolution of literature over the period 1987-2017. Indicator correlations and logistic regression are used to test the methodological predispositions of research topics. Negative binomial regression is used to test the impact of paper methodology on paper citations on 1,036 papers. Findings Qualitative research methods have remained relatively rarely used in JSM (7.5 per cent qualitative papers, 13.4 per cent mixed methods), with no major changes over the past 15 years. The variety of research methods has slightly increased in the latest years. There are considerable differences in the methodological predispositions of research topics. The methodology does not directly affect the impact of papers. However, use of mixed methods may positively affect paper impact. Papers focusing on conceptual development tend to be cited more. Originality/value Provides an overview of the latest development in research methodologies used in JSM, and direct statistical evidence on how paper methodology and other characteristics influence paper impact. Identifies areas for further qualitative research.
Purpose - The purpose of this study is to explore three paradoxes of service innovation and provide a way forward for fresh thinking on the topic. Design/methodology/approach - Through a conceptual model of service innovation research, the authors challenge the "pro-change" bias and explore what can be learnt from the duality of service innovation. Findings - This paper suggests that research moves beyond a firm perspective to study service innovation on multiple levels of abstraction. A conceptual model based on two dimensions, level (individual, organization and society) and outcome (success, failure), is used to pinpoint and explore three dualities of service innovation: adopt-reject, change-static and good-bad. Originality/value - By challenging the traditional perspective on service innovation, the authors present new avenues for fresh thinking in research on service innovation. In this paper, the authors encourage researchers and managers to learn from failures and to acknowledge the negative effects of service innovation.
Purpose The purpose of this study is to highlight the role of qualitative research in service research. This study discusses what qualitative research is, what role it has in service research and what interest, rigor, relevance and richness mean for qualitative service research. Design/methodology/approach This study examines the most common qualitative research methods and discusses interest, rigor, relevance and richness as key characteristics of qualitative research. The manuscripts in the special issue are introduced and categorized based on their contributions to service research. Findings The findings suggest that the amount of research using qualitative research methods has remained stable over the last 30 years. An increased focus on transparency and traceability is important for improving the perceived rigor of qualitative service research. Originality/value This special issue is the first issue that is explicitly devoted to the qualitative research methodology in service research. In particular, the issue seeks to contribute to a better use and application of qualitative research methodology. | http://liu.diva-portal.org/smash/resultList.jsf?af=%5B%5D&aq=%5B%5B%7B%22journalId%22%3A%2215726%22%7D%5D%5D&aqe=%5B%5D&aq2=%5B%5B%5D%5D&language=en&query= |
The objective of this study is to estimate the competitiveness for both the Greek food and beverage industry as a whole and the flour and milling industry, justifying the certain economic factors and the way which these factors affect on it.
Design/methodology/approach
The Greek food and beverage firms which published their balance sheets for the studying period were studied. According to the existing literature two equations were created and estimated as a simultaneous equations system.
Findings
Summarizing the results both for the whole food and beverage industry and the flour milling industry are observed significant similarities on how certain economics factors such as profitability, market share, sustainable growth, age and operating costs affect on competitiveness as measured in this work. This may happen due to the high degree of concentration but also in the special characteristics which present both the Greek food and beverage industry and the flour milling sector.
Research limitations/implications
The fact that this work referred only in Greek firms can be a limitation of this research, in spite of that it can provide useful and safe conclusions for the Greek food manufacturing industry.
Practical implications
The provision of proposals for increasing firm competitiveness to managers as well as to policymakers.
Social implications
The importance of food and beverage industry for the Greek economy as well as that the flour milling industry holds an important position in the Greek food and beverage industry makes the study of the competitiveness for both of them to be important from both an academic and research perspective.
Originality/value
The Greek food and beverage industry is the strength of Greek manufacturing and at the same time an important lever for the development of the entire Greek economy. The high quality products it produces and the organized promotion of its products in international markets are elements that give it an advantage and stimulate its competitiveness. The flour milling industry is one of the sectors in which there is intense competition and whose presence in terms of sales, turnover, employment and gross value is particularly important, so a simultaneous study of these cases is very important.
Keywords
Citation
Konstantinidis, C., Aggelopoulos, S., Tsiouni, M. and Rizopoulou, E. (2021), "Estimating competitiveness of Greek food and beverage industry: a comparison between Greek flour milling industry and Greek food and beverage industry", EuroMed Journal of Business, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/EMJB-02-2021-0016
Publisher: | https://www.emerald.com/insight/content/doi/10.1108/EMJB-02-2021-0016/full/html |
This article focuses on the role of accounting performance measurement in the creation of public value in the context of the network associated with the justice portfolio within the Australian Commonwealth.
Design/methodology/approach
We use concepts of bonding and bridging social capital to theorize the use of performance measurement in government networks.
Findings
We find that there is relatively little use of performance measures that reported network level performance and the primary emphasis was on building social capital with funders rather than across network partner agencies. We therefore conclude that existing Australian public sector performance measurement practices are not supportive of intra-governmental networks and therefore the notion that improvement in performance measurement will deliver public value needs further reflection.
Research limitations/implications
The research scope is restricted to governmental network performance measures from a justice portfolio budget perspective. Despite the focused attention of the research, the application of the findings has relevance across all government portfolios and broader public management more generally.
Practical implications
Despite calls for accountability and governance innovation where public value is delivered across organizational boundaries through dependency and collaboration, the case environment offers little evidence that forms of performance measurement over the period examined recognize this practicality. The research primarily adds considerable weight to the argument that the delivery of public value by networks requires an evolution in accountability and performance reporting away from traditional institutional forms of performance representation.
Originality/value
The research is highly novel in its unveiling and examination of contemporary performance measurement reporting from a network perspective.
Purpose
The article considers the challenges involved in measuring the performance of local public service networks through an empirical analysis of Comprehensive Area Assessments (CAAs), a short-lived but pioneering attempt to gauge the effectiveness of local governments, health trusts, police and fire services in England.
Design/methodology/approach
Primary data about the implementation and impact of CAAs were gathered using a mixed method approach, including surveys of local public services, inspectorates and residents together with focus groups and semi-structured interviews in 12 case study areas.
Findings
CAAs encouraged agencies to strive to achieve better partnership working but did not provide sufficiently robust comparative data to enable managers to benchmark their performance against other areas or identify good practice elsewhere. Policy makers hoped that citizens would use CAAs to hold services to account but the process failed to attract media or public interest.
Implications
The logic of a more ‘joined-up’ approach to performance assessment of local partnerships is compelling. But in practice it is difficult to achieve because institutional arrangements at a national level mean that different sectors work within very different budget systems, professional networks and performance frameworks. Assessing the outcomes achieved by local partnerships also presents new challenges for inspection agencies and requires them to use new kinds of evidence.
Originality/value
This is the only attempt to date to evaluate CAAs and adds to an understanding of the challenges of assessing the performance of local public service partnerships. It highlights new questions for researchers and policy makers about the types of evidence needed to measure partnership performance and the extent to which the public may use the results.
Purpose
This article presents a hands-on example of how the Sydney Conservatorium of Music developed a new strategy to create public value in the lead up to its centenary celebrations in 2015.
Design/methodology/approach
Traditional research methods, such as semi-structured interviews (Qu & Dumay, 2011), alongside a strategic workshop incorporating a group discussion method called ‘The future, backwards’ are utilized to canvass the knowledge and divergent diverse views of employees, who would be impacted by the strategy, and to identify both the congruence and divergence of their views in order to help shape the value the strategic plan creates. The theoretical underpinning of the process is based on narrative (Weick & Browning, 1986) and the micro-sociological theory (Westley, 1990).
Findings
The process used here offers an insight into how strategic management can be developed in a public sector organization to help visualize its public value.
Implications
The process fills a gap in the academic literature and provides information for strategic practice by developing insights into how strategic management can be successfully employed in a public sector organization.
Originality/value
The process provides an example of a public sector based ‘value chain’ demonstrating how a public sector organization developed and articulated a public value creating strategy.
Purpose
The study contributes to the literature on public value and performance examining politicians’ and managers’ perspectives by investigating the importance they attach to the different facets of performance information (i.e. budgetary, accrual based- and non-financial information (NFI)).
Design/methodology/approach
We survey politicians and managers in all Italian municipalities of at least 80,000 inhabitants.
Findings
Overall, NFI is more appreciated than financial information (FI). Moreover, budgetary accounting is preferred to accrual accounting. Politicians’ and managers’ preferences are generally aligned.
Research limitations/implications
NFI as a measure of public value is not alternative, but rather complementary, to FI. The latter remains a fundamental element of public sector accounting due to its role in resource allocation and control.
Practical implications
The preference for NFI over FI and of budgetary over accruals accounting suggests that the current predominant emphasis on (accrual-based) financial reporting might be misplaced.
Originality/value
Public value and performance are multi-faceted concepts. They can be captured by different types of information and evaluated according to different criteria, which will also depend on the category of stakeholders or users who assesses public performance. So far, most literature has considered the financial and non-financial facets of performance as virtually separate. Similarly, in the practice, financial management tends to be decoupled from non-financial performance management. However, this research shows that only by considering their joint interactions we can achieve an accurate representation of what public value really is.
Purpose
The aim of this paper is to investigate the nature of public value in the context of Swedish public museum management and how it is created.
Design/methodology/approach
The museum context is introduced, and assumptions and principles underpinning new public management (NPM) and public value management, along with examples of applicability and implementation in museums, are presented. Three key issues of convergence and divergence within the theoretical framework – strategic orientation, accountability and performance – are identified and introduced as a gateway to the empirical findings and the ensuing discussion.
Findings
NPM-oriented values have become part of the strategic orientation of the museum sector. The results of this study show that there exist at least three conceptions of museum management that are based on two different strategic orientations, that is, accessibility and conservation, which also point to different conceptions of value.
Social implications
Museum management can be seen as the management of tensions between conservation and accessibility and between customer orientation and stakeholder orientation towards the creation of museum value.
Originality/value
The findings will assist museum management determine not only what value is but also for whom it is valuable, taking into account both present and future generations.
Purpose
This article aims to analyze the role of performance management systems (PMS) in supporting public value strategies.
Design/methodology/approach
This article draws on the public value dynamic model by Horner and Hutton (2010). It presents the results of a case study of implementation of a PMS model, the ‘Value Pyramid’ (VP).
Findings
The results stress the need for an improved conceptualization of PMS within public value strategy. Through experimentation using the VP, the case site was able to measure and visualize what it considered public value and reflect on the internal/external causes of both creation and destruction of public value.
Research limitations/implication
This article is limited to just one case study, although in-depth and longitudinal.
Originality/value
This article is one of the first attempting to understand the role of PMS within the public value strategy framework, answering the call of Benington and Moore (2010) to consider public value from an accounting perspective.
Purpose
The creation of public value is a topical debate for Dutch civil society organizations. Over the years, moving from government to governance, they supposedly have gained responsibility and space in meeting public needs. However, meeting the priority public needs and demonstrating actual public value creation has proved difficult. This has led to many discussions on how and if these organizations are creating public value. This study therefore investigated three practical cases to explore and explain how managers of housing associations create public value.
Method
A case study method was employed.
Findings
Based on the different cases we can conclude that despite high ambitions, deviating normative views and the will to change displayed by the managers in the cases we investigated, we did not encounter situations where managers actually managed spaces for the creation of public value. The involved managers are still led by formal agendas and policies, rather than engaging in dialogues with their relevant stakeholders. They remain segmented in their approach and offering of services. Managers’ environment and stakeholders are not yet naturally seen as a place for sharing information and reframing boundaries for creating public value.
Originality/value
The opportunity in the investigated cases and for these managers lies in mobilizing and utilizing network relationships. This article provides a public value praxis model that focuses on involving stakeholders in investigating priority needs, collectively (re)designing services that meet these.
Purpose
To understand whether the public value approach will improve the performance and legitimacy of Italian universities.
Design/methodology/approach
The public value approach is used to identify the factors limiting the improvement of the performance of Italian universities over the period 2007–2009. Four cases are analyzed in order to reveal how universities measure and communicate the public value delivered. The evolution of the whole system is analysed in the light of the three paradigms on public administration: traditional public administration, new public management and public value management.
Findings
Recent reforms introduced by the Italian government do not facilitate the overcoming of political and organizational constraints, with the exception of a few noteworthy elements. The dominant role of the Ministry of Education in the definition of universities’ strategic goals combined with the great autonomy traditionally granted to the departments and to single academics leave little room for manoeuvre.
Social implications
The case of the Italian higher education system highlights the importance of the rules of governance for public value production. The analysis shows that the actual governance of the higher education institutions does not favour the construction of a public value proposition by the universities’ managers. This aspect raises the more general question of identifying the necessary conditions for realizing the public value proposition and determining its presence in all public administrations.
Originality/value
This article contributes to the understanding of mechanisms that hinder the capability of public institutions’ to develop their own public value proposition.
Purpose
To understand whether new public management and public value theory are sufficient to guide the strategic behaviours adopted by public sector organizations for their service delivery companies.
Design/methodology/approach
This article uses a longitudinal case study of a joint stock company running an airport service in Tuscany.
Findings
Public value theory should be further developed to guide managerial behaviours in a very complex decision-making environment.
Research limitations
Only one case study is used so results cannot be generalized in a proper statistical way.
Practical implications
Public managers could learn the usefulness of managerial theories for their decision-making.
Social implications
Theories aimed at providing managers with insights into decisions made in complex situations should be tested in the real world before being accepted or refused.
Originality/value
This article analyzes a case study operating under and applying the concepts proposed by new public management and public value theory. It therefore offers insights on their applicability, shortcomings and usefulness for decision-making.
Purpose
This qualitative interview study compares public value prioritizations of ministers, members of parliament and senior public managers in the Netherlands. This article aims to answer the following central research question: how do Dutch political elites and administrative elites differ in their interpretation and prioritization of public values?
Design/methodology/approach
Based on coding and categorization of 65 interviews this article shows how government elites in advanced western democracies interpret and assess four crucial public values: responsiveness, expertise, lawfulness and transparency.
Findings
Political elites and administrative elites in the Netherlands are more similar than different in their prioritization and perceptions of public values. Differences are strongly related to role conceptions and institutional responsibilities, which are more traditional than most recent literature on politico-administrative dynamics would suggest.
Research limitations/implications
Our qualitative findings are hard to generalize to larger populations of politicians and public managers in the Netherlands, let alone beyond the Netherlands. However, the testable research hypotheses we derive from our explorative study merit future testing among larger populations of respondents in different countries through survey research.
Practical implications
Experienced values differences between both groups are smaller than their mutual perceptions would suggest.
Originality/value
Most research on public values is quantitative in nature and focuses exclusively on public managers. By adding the politician to the equation we improve our understanding of how public values are enacted in real life and set the tone for a more inclusive research agenda on public values.
Purpose
The purpose of this article is to explore the concept of co-governance and its implications on public value, with particular reference to local authorities in the Italian context.
Design/methodology/approach
The research aim is pursued by means of a literature review and an empirical research. The empirical research is developed through a questionnaire, sent to the 119 municipalities of the Italian provincial capitals. The overall response rate was 41.18% (49 responses).
Findings
In Italian local authorities the process of increasing citizens’ participation and citizens’ involvement as co-producers of public value by means of co-governance and participatory governance tools is still ongoing. More than 50% of the local authorities of the research sample have introduced co-governance or participatory governance tools and activities but they are still facing problems in implementing them.
In general, the level of citizens’ participation seems not to be fully developed.
Research limitations/implications
The empirical part of the research focuses only on the application of co-governance and participatory governance tools in the Italian context, therefore the main limitation lies in the difficulties of extending their application to the international context. In addition, the questionnaire was designed only for medium- to large-sized local authorities. Thus, the research does not consider the possible implications for small municipalities.
Practical implications
This article considers some of the possible difficulties of implementation of co-governance and participatory governance tools.
Social implications
This article highlights the link between the creation of public value and the adoption of public policies based on citizens’ involvement and consultation.
Originality/value
This article underlines the link between public value creation and co-governance. It also offers a broad empirical survey on the presence of co-governance and participatory governance tools and activities in the Italian context; this topic was not examined in prior studies.
Public (dis)Value: A Case Study
Purpose
This article has two main aims. First, to observe the different causes of public (dis)value. Second, to explore, through a case study, an example of public value regeneration through the social reuse of assets seized from criminal organizations.
Design/methodology/approach
This is a theoretical article with a case study, utilizing semi-structured interviews.
Findings
The study analyzes the factors resulting from the regeneration of new public value within an initially compromised context. This is achieved by ‘freeing’ and converting properties seized from the Mafia in public goods available to the community (Plus-Value). The article finds that the different causes of public (dis)value are Mafia infiltration in public goods, corruption, tax evasion, abstaining from voting, (ab)use of power and (ab)use of law.
Practical implications
The study may help both scholars and practitioners to identify strategies to offset (dis)value factors, something that would be easy to imagine as having managerial implications.
Social implications
The value regenerated with respect to properties confiscated from the Mafia and then converted to social activities for the community highlights how it is possible to transform public (dis)value to public value.
Originality/value
The article explores a little examined area of public value, that is the destruction of value or (dis)value.
Purpose
In recent years, public management research has been focused at the public value paradigm. However, many discussions on this topic are motivated at least as much by theory as by evidence. We do not yet have a comprehensive empirical understanding of what happens when the public value paradigm is translated into practice within organizations. An important theoretical question is how to match the public value approach and measurement to specific contexts. Understanding barriers to effective implementation and identifying what might be done to overcome obstacles are interesting issues for advancing theory and practice.
Design/methodology/approach
By deploying and testing the same approach and method of measuring public value in two local governments, this article aims to shed light on barriers to implementing the public value paradigm in practice.
Findings
The study’s findings show little evidence to support claims for a paradigmatic shift towards the public value paradigm in the Italian case.
Practical implications
Managerial implications of public value measurement are also taken into consideration.
Originality/value
We know little about what conditions drive individual governments towards the adoption of a public value approach and measurement. Undoubtedly, this issue has huge practical relevance when introducing public value discourses in bureaucratic governmental settings.
Purpose
This conceptual article aims primarily to illustrate the impact of public value thinking on the process of public sector modernisation. Public value management (PVM) is analysed from two perspectives. First, the principles and features of PVM approaches are detailed, including a comparison of the literature on the other approaches characterizing the modernisation process, that is, traditional public administration (TPA), new public management (NPM) and new public governance (NPG). Then PVM is contrasted with NPM and TPA. Subsequently, the elements connecting PVM with NPG are explored. Second, the theoretical and methodological frameworks within which public value has been operationalized are investigated. One of the core topics is the measurement of public value, which is illustrated focusing on the link between public value (in the singular) and public values (in the plural). The impact that the adoption of public value thinking exerts on the multiple performance objectives for public sector organisations is also investigated. Ultimately, the article aims to highlight the potential of the public value view – considered in conjunction with performance measurement and performance management systems – without neglecting the challenging and problematic aspects of this wave of reform. The comparison with other waves of reform is intended to provide a clearer picture of the way forward for PVM.
Design/methodology/approach
Theoretical and methodological investigation, elaborating on the relevant literature on the process of public sector modernisation, is carried out.
Findings
The approaches that have emerged during the last two decades (PVM, NPG) are other than alternative solutions. But also less recent waves of change have left, or are expected to leave, their own legacy for public administration over time. This could be the case for NPM, although, according to many scholars, it is in trouble and has lost its driving force, while others see it as simply ‘dead’ and doomed to give way to the ‘digital-era governance’. Several core elements of NPM are no longer in evidence either in PVM or in NPG. Different distinguishing elements have been brought into the foreground. For instance, the idea of the public as citizens characterises PVM and NPG, instead of the public as customers, qualifying NPM. What we are seeing is a progressive expansion of the public’s involvement, through co-production and participation. Contemporary public officials interact with members of the public in ways that involve all of their possible roles: as citizens, customers, partners. There are two salient aspects under which public value thinking can contribute. First, a focus on public value can – better than other approaches – represent a ‘glue’ capable of bringing together debates involving ‘values, institutions, systems, processes, and people’ (Smith, 2004, p. 18). Second, such a focus makes it possible to link insights from different analytical perspectives, fostering a broader view on the determinants of public sector change. This could be of decisive importance for the purpose of reshaping performance measurement and performance management systems, which is a crucial step in public sector reform.
Originality/value
Significant contributions are offered under two aspects. First, in terms of exploration of the concepts of public value (also in relation to public values) and private value. Second, in terms of analysis of the impact that PVM can exert on the logic of performance measurement and performance management.
Purpose
To fill the gap in the literature with regard to public value measurement (PVM) and to provide a model for measuring public value at an individual organizational level, based on managerial control systems (MCS).
Design/methodology/approach
This article helps review the literature on PVM and propose a model for measuring the value generated by individual organizations. Measurement challenges and potential solutions are investigated.
Findings
Public value generated by an individual organization can be calculated by measuring if and to what extent the organization’s outcomes and objectives have been achieved. Public value production and measurement are part of a wider PVM process, which is congruent with the major elements of MCS, from planning to operations, and measurement to evaluation.
Research limitations/implications
This article provides knowledge to support the measurement of public value produced by public sector organizations. However, the suggested use of MCS for a comprehensive measure of the public value produced by a public body does not allow for a comparison of the public values generated by different organizations, as the value is calculated against the objectives set by that specific organization. More research is needed in order to fully utilize this model in practice.
Practical implications
The findings may help public sector organizations, policymakers and public managers measure the public value produced by a public organization as a whole.
Social implications
This article may help citizens and other stakeholders understand the public value produced by a public organization.
Originality/value
This article is based on an original research undertaken by the author and faces the relatively neglected issue of PVM. It suggests the use of public value MCS as a model for measuring public value produced by individual organizations.
Purpose
This article critically reviews the latest Global Reporting Initiative (GRI) guidelines and recommended sustainability topics for public agencies, and presents normative argument by using Gray’s (2006) ecological and eco-justice (EEJ) approach to produce public value inscriptions of sustainability to represent sustainable public value.
Design/methodology/approach
The study presents a critical analysis and discussion of the changes to the GRI G4 and sustainability topics for public agencies from a managerialistic and EEJ approach.
Findings
We observe that the GRI continues to evolve while paying scant attention to furthering the Sector Supplement for Public Sector Agencies as it remains in its pilot form since its inception in 2005. Changes to the GRI are somewhat enlightening because several of the changes do begin to address a more comprehensive view of how any organization, including public agencies, can contribute to an EEJ approach to sustainability.
Practical implications
In the future it is important to be aware that, as inscriptions, the GRI guidelines have the potential power to influence how managers in public agencies approach sustainability. As Dumay, Guthrie, and Farneti (2010) previously argued, if guidelines continue to approach sustainability from a ‘managerialistic’ approach then there is little hope of public sector agencies adopting EEJ practices. We argue that organizations should act referring to Gray’s EEJ approach. | https://www.emerald.com/insight/publication/doi/10.1108/S2051-663020143 |
Available under License Creative Commons Attribution Non-commercial.
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Abstract
Purpose
In this study, a critical literature review was utilized in order to provide a clear review of the relevant existing studies. The literature was analyzed using the meta-synthesis technique to evaluate and integrate the findings in a single context.
Design/methodology/approach
Digital transformation in construction requires employing a wide range of various technologies. There is significant progress of research in adopting technologies such as unmanned aerial vehicles (UAVs), also known as drones, and immersive technologies in the construction industry over the last two decades. The purpose of this research is to assess the current status of employing UAVs and immersive technologies toward digitalizing the construction industry and highlighting the potential applications of these technologies, either individually or in combination and integration with each other.
Findings
The key findings are: (1) UAVs in conjunction with 4D building information modeling (BIM) can be used to assess the project progress and compliance checking of geometric design models, (2) immersive technologies can be used to enable controlling construction projects remotely, applying/checking end users’ requirements, construction education and team collaboration.
Practical implications
A detailed discussion around the application of UAVs and immersive technologies is provided. This is expected to support gaining an in-depth understanding of the practical applications of these technologies in the industry.
Originality/value
The review contributes a needed common basis for capturing progress made in UAVs and immersive technologies to date and assessing their impact on construction projects. Moreover, this paper opens a new horizon for novice researchers who will conduct research toward digitalized construction. | http://www.open-access.bcu.ac.uk/11863/ |
The aim of this paper is to describe and evaluate the use of a five‐step foresight process and the application of scenario methods to grasp the range of future alternatives that might confront researchers and research managers in European metrology research institutes. The sector is to be examined as a part of a larger study that aims to reflect on the potential future roles for the public research institutes, in several sectors (the other sectors in the study included civil space, plant science, geosurveys, and marine), towards the development of the European Research Area (ERA).
Design/methodology/approach
The paper illustrates how scenario methods were used to, first, serve as a basis for policy recommendations for the field of European metrology research institutes and, second, help experts and stakeholders to network and actively discuss a shared vision of the future of the field.
Findings
This case demonstrates the need for proactive strategic management which goes well beyond the institutional boundary, into national policy and European decision making. As other areas of European research begin to think about the importance of European cooperation, lessons can be drawn from the experience of this particular sector. The process of looking forward took on board the political context and allowed participants and the researchers to think beyond these boundaries.
Research limitations/implications
Although this is a pioneering study, there is a danger that some inputs may not have been captured. The results build on the input of a limited number of experts only and on the literature available in the public domain. There were few participants discussing the future of a vast field of research and this may mean that important input has not been captured. Time limitations in the workshops necessarily limit the scope for experts and policy makers to engage with the concepts. Follow‐up activities based on the research outputs are required for the findings to go forward.
Practical implications
Bringing together different stakeholders for shaping a shared vision through scenario workshops led to rich interactions and creative thinking. The workshops created a space for experts to consider policy options for reforming and making better use of the institutes in building the ERA.
Originality/value
Using scenario workshops for foresight research results as an opportunity for stakeholders to visualise different futures for metrology research within Europe. The public research institute sector tends to be more generally under‐studied as a component of modern innovation systems. We evaluate and show that the foresight process is an appropriate methodology to look at what is inherently a political process at the implementation level.
Keywords
Citation
Barker, K., Cox, D. and Sveinsdottir, T. (2011), "Foresight on the future of public research metrology in Europe", Foresight, Vol. 13 No. 1, pp. 5-18. https://doi.org/10.1108/14636681111109660Download as .RIS
Publisher: | https://www.emerald.com/insight/content/doi/10.1108/14636681111109660/full/html |
The purpose of this paper is to investigate the impact of perceived satisfaction with mobile payment applications based on use experience, and subsequent stated expectations on brand loyalty and future use behavior using a theory-based research integrative model of factors that influence Arabs’ intentions to use mobile payment application(s).
Design/methodology/approach
A conceptual model was developed using the mixed research method approach. The focus group approach was used for the qualitative study and structural equation modeling for the quantitative study. Primary data were collected online. Participants were 305 Arab consumers from nine countries in the Middle East.
Findings
Satisfaction with the quality of mobile payment application(s) increased use experience and enhanced consumers’ expectations, which in turn positively affected loyalty and purchase intentions.
Research limitations/implications
The study encompassed mobile payment application(s) in nine countries rather than focusing on one market, or on one product type and business. The paper did not perform a comparative study between sampled Arab countries, but rather it sees all countries and respondents just as Arabs.
Practical implications
Service providers should build mobile application(s) based on the features of usability, availability, reliability, adaptability, accessibility, responsiveness and security.
Originality/value
This study is one of the first studies that empirically examines mobile payment consumer’s usage behavior from nine countries of the Arab world where there is scarce research on the topic in the region.
Details
Keywords
Petra Kumi, Stephanie A. Martin, Vadim V. Yakovlev, Martin S. Hilario, Brad W. Hoff and Ian M. Rittersdorf
The paper introduces and illustrates the use of numerical models for the simulation of electromagnetic and thermal processes in an absorbing ceramic layer (susceptor) of a…
Abstract
Purpose
The paper introduces and illustrates the use of numerical models for the simulation of electromagnetic and thermal processes in an absorbing ceramic layer (susceptor) of a new millimeter-wave (MMW) heat exchanger. The purpose of this study is to better understand interaction between the MMW field and the susceptor, choose the composition of the ceramic material and help design the physical prototype of the device.
Design/methodology/approach
A simplified version of the heat exchanger comprises a rectangular block of an aluminum nitride (AlN) doped with molybdenum (Mo) that is backed by a thin metal plate and irradiated by a plane MMW. The coupled electromagnetic-thermal problem is solved by the finite-difference time-domain (FDTD) technique implemented in QuickWave. The FDTD model is verified by solving the related electromagnetic problem by the finite element simulator COMSOL Multiphysics. The computation of dissipated power and temperature is based on experimental data on temperature-dependent dielectric constant, loss factor, specific heat and thermal conductivity of the AlN:Mo composite. The non-uniformity of patterns of dissipated power and temperature is quantified via standard-deviation-based metrics.
Findings
It is shown that with the power density of the plane wave on the block’s front face of 1.0 W/mm2, at 95 GHz, 10 × 10 × 10-mm blocks with Mo = 0.25 – 4% can be heated up to 1,000 °C for 60-100 s depending on Mo content. The uniformity of the temperature field is exceptionally high – in the course of the heating, temperature is evenly distributed through the entire volume and, in particular, on the back surface of the block. The composite producing the highest level of total dissipated power is found to have Mo concentration of approximately 3%.
Research limitations/implications
In the electromagnetic model, the heating of the AlN:Mo samples is characterized by the volumetric patterns of density of dissipated power for the dielectric constant and the loss factor corresponding to different temperatures of the process. The coupled model is run as an iterative procedure in which electromagnetic and thermal material parameters are upgraded in every cell after each heating time step; the process is then represented by a series of thermal patterns showing time evolution of the temperature field.
Practical implications
Determination of practical dimensions of the MMW heat exchanger and identification of material composition of the susceptor that make operations of the device energy efficient in the required temperature regime require and expensive experimentation. Measurement of heat distribution on the ceramic-metal interface is a practically challenging task. The reported model is meant to be a tool assisting in development of the concept and supporting system design of the new MMW heat exchanger.
Originality/value
While exploitation of a finite element model (e.g. in COMSOL Multiphysics environment) of the scenario in question would require excessive computational resources, the reported FDTD model shows operational capabilities of solving the coupled problem in the temperature range from 20°C to 1,000°C within a few hours on a Windows 10 workstation. The model is open for further development to serve in the ongoing support of the system design aiming to ease the related experimental studies. | https://www.emerald.com/insight/search?q=Jawdat%20Aita |
Purpose – The purpose of this paper is to examine the moderating effects of cognitive style dimensions on the relationship between entrepreneurs’ optimism and persistence. Design/methodology/approach – This theoretically derived research model is empirically validated using survey data from 198 small and medium-sized enterprises in Ghana. Findings – The study’s empirical findings are that the relationship between entrepreneurs’ optimism and entrepreneurial persistence is enhanced at higher levels of cognitive planning and creating styles. Somewhat interestingly, cognitive knowing style negatively moderates the relationship between optimism and entrepreneurial persistence. Research limitations/implications – The cross-sectional design of the study does not permit causal inferences to be made regarding the variables examined. Future studies may use longitudinal design to examine the causal links of the variables. Practical implications – The results of this paper can assist entrepreneurs and policy-makers in understanding the dynamics and processes involved in entrepreneurial decision making. The understanding of this issue can promote the development and maintenance of entrepreneurial ventures. Originality/value – The paper has a strong theoretical value as it relies on cognitive explanations of human behaviour, and seeks to advance the theoretical field by demonstrating the value of cognitive style within the domain of entrepreneurship. | https://www.dora.dmu.ac.uk/handle/2086/13892 |
The Merriam-Webster Dictionary defines col•lab•o•ra•tion [kuh-lab-uh-rey-shuh n] as: (1) the state of having shared interests or efforts (as in social or business matters;) (2) the work and activity of a number of persons who individually contribute toward the efficiency of the whole. In today’s business environment, technology tools and platforms facilitate effective collaboration. So there are two things that need to happen in law firm in order for collaboration to be achieved. First, lawyers and senior managers need to want/be expected to collaborate, to have and adopt an attitude of collaboration. Second, firms need to embrace the new technologies and virtual platforms that exist to facilitate collaboration.
When it comes to law firms, there are five key areas to consider when making improvements to collaboration:
- Within the firm (between and among partners who often compete for control, for credit or for leadership; partners and practice groups who often practice in silos; offices that often feel either empowered or penalized by going it on their own)
- Within administrative functions of the firm
- With their clients
- With other service providers that service their clients
- With other law firms that represent clients
The first challenge for lawyers and firms is to adopt an accepting attitude toward and develop behaviors that support collaboration, but this will be challenging. As discussed in our post What Rainmaker Traits and Skills are Required for Success?, Larry Richard’s extensive research (and others’) into lawyers’ personality traits reveals several reasons why lawyers are not good at collaborating:
(1) Lawyers score very low in Sociability when compared to the general public: 12.8% for lawyers versus 50% for the general public. This trait is described as “a desire to interact with people, especially a comfort level in initiating new, intimate connections with others.” Low scores in Sociability definitely impact lawyers’ (dis)inclination toward teamwork and collaboration.
(2) Lawyers score unusually high in Autonomy (89% versus 50% for the general public.) According to Richard, “it’s common for lawyers to resist being managed, to bridle at being told what to do, and to prize their independence.”
(3) Law firms and lawyers are both highly risk averse and resist new approaches on untested concepts or approaches.
(4) Lawyers worry about confidentiality and liability. They don’t want to take any chances that they will have to be evaluated or held to work product that other firms and service providers contribute to.
(5) Lawyers are competitive. They don’t do well cooperating with “the enemy,” i.e., other law firms or lawyers.
Many firms have begun addressing some of the fundamental attitudinal and cultural impediments to collaboration. Others have designed or implemented collaboration technologies to advance efficiency and real-time communication with clients. But few firms have tackled these comprehensively.
So what’s next? Follow (or join) the leaders.
Assuming that firms are advancing in the areas noted above (which many haven’t tackled yet,) the next big frontier has two pieces to it: true collaboration between clients and their law firms that embraces technology, and intra-firm/intra-service provider collaboration.
We have seen some extraordinary advances in collaboration models, mostly in social media and business applications. Some of the most forward legal departments in forward-thinking companies took the lead long ago in introducing collaboration into their business and was quickly adopted by pioneers — visionary general counsel like Tom Sager at DuPont, Mark Chandler at Cisco and Amy Schulman at Pfizer. Their forward-thinking approaches have required collaboration among the firms that work with them.
DuPont
“The DuPont Primary Law Firm Network is a group of law firms and service providers who collaborate freely on cases and projects as the needs of DuPont dictate.” The process Tom Sager and the legal department embarked on in the early 1990s resulted in something that was much more than a “convergence” approach. They built a truly effective collaboration model that became the vanguard in the industry. How did the Legal Department do it?
- They used Six Sigma to analyze their work processes and then streamlined through early case assessment, strategic budgeting, alternative billing and continuous improvement processes.
- They built the Network of Primary Law Firms (PLFs) by selecting team players who adopted new technology and work processes, were good communicators, smart risk takers and were trustworthy.
- They built trust by focusing on long-term relationships with these firms and rewarding them with numerous economic incentives, non-financial recognition and bringing the PLFs together at least annually to help them further develop relationships (and referrals) with each other.
- They invested heavily in and employed technology, including Knowledge Base, a Virtual Private Network, housed on a secure Internet line, Daticon’s Virtual Partner software that enables real-time review of documents, and an integrated web-based ebilling solution through TyMetrix.
- They establish annual, mutual goals so that the firms and the legal department are aligned.
Pfizer
As covered in our post The Progressive Model for Law Firm/Client Partnering: the Pfizer Legal Alliance is an innovative approach to jointly handle the needs of global pharmaceutical company, Pfizer. Its stated mission is “19 law firms, working together to advance the value of legal counseling to benefit all Alliance partners, their clients and the legal profession.” PLA founder and Pfizer’s General Counsel, Amy Schulman, initially developed PLA five years ago to control costs and to deepen relationships with outside counsel. All law firms in the PLA are expected to and do work collaboratively. Different lawyers from different firms often work on a Pfizer case together, meaning they also share knowledge, work product and IP.
As shared in an interview published by Intellectual Property Magazine, Schulman explained, “We have created an institution comprised of all of our law firms and placed them in a very democratic, participatory setting.” To encourage full collaboration, the PLA established a PLA Roundtable that meets monthly and includes six law firm partners and several senior Pfizer lawyers. This groups helps set PLA goals and establish strategy for the Alliance. PLA serves as a success story for how high-powered and competitive partners from nineteen different law firms can work together for the benefit of the client, sharing strategy and work product. They also cite other benefits like learning best practices of other firms and creating stronger referral relationships of work among Alliance firms. So it can work!
Cisco, Legal OnRamp and ORX
Cisco has always been a company that practices collaboration since it was founded in 1984. In a way, it has had to since it designs, manufactures and sells networking equipment that facilitate and enhance communication and collaboration. Mark Chandler, Cisco’s General Counsel, has been a visionary and innovator, pushing his outside law firms to adapt and excel in collaborative approaches. ORX was developed initially by the legal department at Cisco Systems Inc. to facilitate better collaboration, communication and productivity in the company’s in-house legal department, and to reduce costs. Paul Lippe, former General Counsel of Synopsys, a public software company and founder of Legal OnRamp and CEO of OnRamp Systems, helped Cisco broaden its ORX platform to enhance flow with and among Cisco’s outside legal counsel and in 2010, Cisco agreed to license the tool to other in-house legal departments and law firms. What is ORX?
- A secure, hosted shared, secure, compartmentalized and hosted knowledge repository software through SaaS (software as a service).
- A legal team collaboration platform to:
1. Connect people and information in legal departments’ extended team;
2. Automate common legal team collaborative tasks; and
3. Enable best practices.
- An opportunity to get ahead of the competition at key clients by bringing greater value through collaboration, knowledge and communication.
- A focused initiative to grow business and improve profitability at key clients in support of client relationship initiatives.
- A chance to accelerate learning in the firm about improving value delivery and enhance firm reputation for innovation.
Ever the visionary and committed to moving the legal profession forward, Paul Lippe also developed and runs LegalOnRamp, “a collaboration system for in-house counsel and invited outside lawyers and third party service providers. There are lawyers participating from over 40 countries, and a rapidly growing collection of content and technology resources.” As a virtual community, Legal OnRamp provides a data base of content, forms and precedents, a communication platform for in-house counsel to share questions, strategy, best practices and resources, an active discussion forum for thought-leadership and social networking. This community was built as a direct response to in-house lawyers’ the desire for access to a wide range of knowledge and collaboration that is free.
Clearspire
Another innovator and one of the newest entrants onto the collaboration scene is this virtual law firm. Because the lawyers work largely on a remote basis, lawyers and clients connect online for ongoing formal and informal communication and collaboration. They describe this as A Community of Practice.
As noted in our recent ABA Law Practice article and blog post 5 Firms Take Bold Approaches, lawyers and clients connect online using a sophisticated, proprietary technology platform Coral®: Clearspire’s Community of Practice, with features that allow for ongoing formal and informal communication and collaboration. This patent-pending technology platform was developed as an alternative to operating in traditional brick-and-mortar offices because that is a substantial cost escalator that drives little value to clients. This technology hosts video conferences, online chat rooms, document sharing, face-to-face meetings, tweets, blogs and wikis. Through Coral, conversations occur around the virtual water cooler, virtual library and virtual hallways. Clients can fully engage in the strategy and considerations, immersing themselves as a partner in the process/case. They also have access to work product, relevant research, news and matter management lessons in the online Knowledge Library. Clearspire has invested in, designed and applied cutting-edge technology to bring a whole new model of collaboration to law firms and clients.
How can firms conquer the next frontier of collaboration?
Start with the relatively easy stuff:
- Modify your compensation system to reward collaboration, cross-selling and helping advance the interests of the firm over the individual. (A modification of the old lock-step model is being re-introduced in some firms, maintained in others.)
- Hire professional, senior executives and expect and empower them to facilitate more communication and collaboration between the inter-related support functions: finance, pricing, technology, marketing/business development, client development, strategy, talent management and operations.
- Establish client service teams, which embrace strategic account management, client feedback and service/communication plans. Work more closely and collaboratively with your clients to achieve their goals.
- Use industry teams to bring partners together across practice lines and more deeply understand clients’ busiensses.
Next, move to the more difficult stuff:
- Explore Lean Sigma and other approaches and tools to focus on process improvement in budgeting and pricing, project management, knowledge management, and the production and delivery of services.
- Use more advanced technologies that facilitate collaboration within the firm and with clients through software and SaaS platforms for matter management and budgeting, eBilling, real-time document review; knowledge management including CRM, experience data bases, precedents and forms libraries; trial presentation and other applications.
- On the lower tech side, use videoconferencing, Skyping, intranets, yammer groups and social media to make meaningful connections that enhance collaboration.
And then on to the really tough stuff:
- Give up control of client relationships. Start looking for ways to work more collaboratively with other law firms serving the clients.
- Proactively put together a more formal network of expertise in other locations/markets. This is different from the law firm networks that exist to generate referrals among firms.
- When you are national coordinating counsel, develop a collaborative approach for sharing work product, strategies and technologies. If you are a firm that is part of a national team but not the coordinator, control the sharp elbows, be a team-player and communicate effectively with other firms on the team.
- Stop trying to be all things to all clients. Determine which end of the value spectrum your firm is best suited for. If it is on the routine legal work or production end, beef up your ability to do high volume work efficiently through use of technology and staffing and then partner with a few high end firms who will be on the short list for the high value, strategic work. If you are a high end firm already, don’t try to hire and oversee a cadre of contract lawyers to do document review. Find another firm that is better situated to do this work cost-effectively, and align with eDiscovery vendors and LPOs to put together the best team for the client. | http://www.rainmakingoasis.com/collaboration-the-next-frontier-are-law-firms-up-to-it/ |
Press Release - Polarion Software
Sep 25, 2014 ... Integration of Leading Version Control and ALM Platforms Optimizes Development ... Enables Global Teams to Collaborate without Conflict.
[ Perforce-and-Polarion-Partner-to-Tighten-Security-of-Intellectual-Property-across-the-Application-Development-Lifecycle-Press-Release.pdf - Read/Download File
PLM and ALM Getting Together - Polarion Software
Dec 3, 2015 ... Enable effective collaboration across globally distributed units. • Support ... Polarion Software to bring value to large, distributed teams and enterprises ... expect Siemens to be able to offer an integrated ALM–PLM solution to ...
[ 3-Keynote-PLM-And-ALM-Getting-Together-Pascal-Vera-Stefano-Rizzo.pdf - Read/Download File
The IBM Rational Jazz Strategy for Collaborative - ibm.com
Project teams are essentially a microcosm of the global business world: team ..... to tool integration and a means to accomplish collaborative ALM. The Jazz ...
[ Jazz_white_paper_EZ_Insight.pdf - Read/Download File
Overview - CollabNet
(ALM) platform to streamline and to ... Efficient and integrated coding: Stay within the team's favorite IDE (Integrated Development .... TeamForge's Collaboration Architecture drives global visibility and organizational improvement across.
[ CollabNet_datasheet_TeamForge_8_overview.pdf - Read/Download File
HP and CollabNet: Collaborating for Quality - the CollabNet
communication and collaboration among teams – ultimately improving the quality and success of ... Dramatically Improved Business Agility: Automatic handoffs and integration, from the ... among globally distributed teams: ... TeamForge ALM platform through the CollabNet Connector Framework, an open-source adaptor ...
[ OCNDirector?id=B-HPALM - Read/Download File
Accelerate Software Delivery at Scale, with Federated ALM and
TeamForge fosters a flexible, collaborative approach to soft- ... CollabNet TeamForge provides the integrated platform to manage and automate ... Geographically distributed teams can reserve physical or virtual systems from a central pool of.
[ CollabNet_datasheet_TeamForge_overview.pdf - Read/Download File
IT case study - HP
“HPE Agile Manager leverages the power of HPE ALM to manage both ... solutions can be easily integrated, we didn't have to dismantle the organi- zational ... Agile by fostering team collaboration and ... of all large, global enterprises.
[ 4AA5-1231ENW.pdf - Read/Download File
Jumpstarting DevOps with Continuous Testing - Cognizant
and collaboration between IT team disciplines. ... Increased collaboration between teams ... Integration of software testing with deployment and operations ..... Kesler, “Continuous Delivery Is Reshaping the Future Of ALM,” Forrester Research, ... thought leader in global delivery and establishing managed test centers, Sujay ...
[ Jumpstarting-DevOps-with-Continuous-Testing-codex1719.pdf - Read/Download File
Microsoft team system Making application - RealDolmen
members of your team to collaborate and communicate more effectively, ensure software quality, and gain visibility ... Dealing with global development, regulatory , and compliance ... system, which supports continuous integration and scheduled builds, ... RealDolmen is your partner of choice to introduce ALM and Microsoft.
[ alm_-_microsoft_team_system.pdf - Read/Download File
Better Products Faster - OpsHub
Quality teams unable to see changes being made by Development. • Difficult for ... The OpsHub Integration Manager (OIM) unified the MAXIMUS ALM ecosystem by ... Outcomes. OpsHub Integration Manager unified MAXIMUS' global ALM ecosystem. ... Collaboration improved and team productivity increased. “OpsHub ...
[ casestudy_maximus-1.pdf - Read/Download File
Press Release - Polarion Software - Siemens
partnership with Siemens PLM Software focused on integrating Product ... technology from Siemens with Polarion's Application Lifecycle Management ( ALM) solution. The ... Siemens PLM Software is a leading global provider of PLM software and ... enable organizations to accelerate collaboration, integrity and innovation.
[ Polarion-Software-joins-Siemens-PLM-Software-Solution-Partner-Program-as-Software-and-Technology-Partner-Press-Release.pdf - Read/Download File
ALM in the Cloud – an Overview of Oracle Developer Cloud Service
ODCS promotes team development by enabling the developer to create, collaborate on, and deploy ... management, issue tracking, continuous integration , and collaboration – all done automatically .... Configure global settings and paths.
[ ALM Oracle Developer Cloud Service.pdf - Read/Download File
Oracle Brief
solutions that will improve global team collaboration, optimize ... UCM, Primavera , ALM ... revisions should be integrated into a project's content or document ...
[ engineering-construction-br-075556.pdf - Read/Download File
Planview OpenSuite for Rally Software
The benefits of integrating Planview's portfolio management applications ... IBM® Rational® Team Concert, IBM Rational Focal Point®, Atlassian JIRA®, Rally® ... Software connects Planview PPM and Rally Agile ALM solutions to deliver a ... Planview is a global leader in portfolio management and project collaboration.
[ planview-opensuite-rally-software-2 - Read/Download File
Download slides
May 11, 2011 ... Rational Team Concert – a Jazz-based product. ▫ Team ... Using Jazz and OSLC to integrate other tools .... IBM Global Business Services .... The Rational Collaborative Lifecycle Management solution provides turnkey ALM for.
[ ScottRich_TheVisionForCollaborativeSoftwareDevelopment.pdf - Read/Download File
PSW: A Framework-based Tool Integration Solution for Global
PSW: A Framework-based Tool Integration Solution for Global Collaborative. Software ... issues and to provide a compelling option for teams to integrate their existing tools .... ALM solutions at that time could be divided into single vendor ( e.g. ...
[ download.php?articleid=icsea_2011_5_40_10180 - Read/Download File
Collaborative Lifecycle Management
ALM leverages information produced to automate process handoffs. ➢ Executable ... Seamless integration across tools in support of multiple practitioner roles. ➢ Automatic ... Improves collaboration across teams and geographies ... to team process, workflow and artifacts .... organizationally and globally distributed, fluid and.
[ CLM Chicago CQAA Slides.pdf - Read/Download File
Integrity Lifecycle Manager - PTC.com
improving collaboration, and automating best practices for software and ... ALM ( Application Lifecycle Management) platform that helps teams deliver higher quality, more innovative software and systems with ... Our solution provides a unified, global development platform ... integration toolsets aimed at specific needs within.
[ PTC_Integrity_Lifecycle_Manager_DS.ashx?la=en - Read/Download File
ARCADs and Rationals software for IBM i
the integration of key ARCAD tools with IBM Rational Team. Concert™ and IBM ... Collaborative Lifecycle Management and ALM products work in tandem, you ...
[ RAB14064USEN_arcad_rational.pdf - Read/Download File
Take control of your mobile reality
With the introduction of cross-functional teams, hybrid processes, and an influx of ... collaboration ... HP Mobile Center works natively with HP ALM, QC, Sprinter, UFT, ... Integrate mobile testing within your existing application lifecycle ... Measure and simulate the impact of load using a combination of real devices and virtual. | https://www.rairarubiabooks.com/related-pdf-alm-integration-collaborating-the-global-teams.html |
Using PBworks in your academic environments. PBworks hosts over 300,000 educational workspaces, and has helped transform teaching and learning for millions of students, parents and teachers. Educators ranging from major universities like DePaul, school districts like Baltimore County Public Schools and individual teachers trust PBworks as their collaborative learning environment. In your Classroom, Library, District or University Encourage student-centered learning.
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Collaboration
Act of working together Catalan castellers collaborate, working together with a shared goal Collaboration (from Latin com- "with" + laborare "to labor", "to work") is the process of two or more people, entities or organizations working together to complete a task or achieve a goal. Collaboration is similar to cooperation. Structured methods of collaboration encourage introspection of behavior and communication. Such methods aim to increase the success of teams as they engage in collaborative problem-solving. Examples Trade Community organization: Intentional Community Organization and cooperation between community members provides economic and social benefits Hutterite, Austria (founded 16th century) In Hutterite communities housing units are built and assigned to individual families, but belong to the colony with little personal property. Oneida Community, Oneida, New York (1848) Kibbutz (1890) A Kibbutz is an Israeli collective community. Dr.
SyncPad
How to Privately Share Media from Your iPad via Google Drive
The key to collaborating effectively is to find tools that make working with others easy and efficient. Jack Wallen shares a list of tools that have greatly improved the collaborative process for his projects. One of the most important things I do as a writer is collaborate. You might notice that not all tools listed were actually designed specifically for the task of collaboration. Note: This article is also available as a PDF download. 1: Google Docs That's right. 2: Track Changes In both Microsoft Office and LibreOffice, anyone who is collaborating on a document can take advantage of track changes. 3: Comments Another collaboration feature in both Microsoft Office and LibreOffice is the ability to insert comments into text. 4: Gobby/Kobby Gobby and Kobby offer the same function -- real-time collaboration on text documents in Linux. 5: Instant messaging I know, I know. 6: Zoho Zoho is an incredible Web-based collaboration tool. 7: Campfire 8: MindMeister 9: TextFlow 10: Kablink Other tools?
10 tools that simplify collaboration
Collaboration tool
A collaboration tool is something that helps people collaborate. The term is often used to mean collaborative software, but collaboration tools were being used before computers existed. A piece of paper, for example, can be used as collaboration tool. Everything that helps to solve a predefined task together in a group more easily is an effective collaborative tool. Collaboration means, in this context, working together to fulfill a shared, collective, bounded goal. See also Sources Eugene Eric Kim (2005).
Best Online Collaboration Tools - Free and paid tools for online collaboration
Previously, businesses were confined to their offices, where employees dutifully clocked in, worked their eight or nine hour shifts, then clocked out. Now, employees grab their BlackBerrys, laptops or iPads, find wi-fi access, and are good to go at anytime and anywhere ... with the help of online collaboration tools to get the job done. To help businesses make the most of their mobile workforce, many collaboration tools have been created with a variety of features to suit any company, whether large or small. Choosing the right tool will help you not only share documents easily, but also create the right atmosphere for team-building, regardless of where team members are located. 1. Huddle has a highly intuitive easy-to-use interface, so those who have never used an online collaboration tool will be able to quickly figure out how to make the best of all the features provided. 2. The interface is very simple, perhaps too much so, as it is so plain that at times it looks unfinished. 3.
Ten Sites Supporting Digital Classroom Collaboration
Welcome to the second in a series of PBL Mania Posts. For the next few weeks I am celebrating Project Based Learning by hosting a webinar at Edtech Leaders Online and giving a PBL session at the NICE Conference in Chicago. In this post I will introduce you to some outstanding collaboration tools found on the web that can be used in the PBL classroom. Before reading please take a moment to subscribe to this 21centuryedtech Blog by email or RSS and also give me a follow on Twitter at mjgormans. First Some Notes For PD This Week 1. 2. 10 Sites Supporting Digital Classroom Collaboration in PBL This PBL Mania post will explore some of those collaborative Web 2.0 tools that can enhance the PBL experience. Titan Pad – Great way for quick collaboration and sharing a document. Wall Wisher – Like collaborating with virtual post-it notes on a virtual wall. Corkboardme – A program a lot like wall wisher that can be used to support a group’s collaborative activities. Like this: Like Loading...
Collaboration Tools & services
Collaborative learning is essentially people working together to solve a problem, create a product, or derive meaning from a body of material. A central question or problem serves to organize and drive activities, and encourage application, analysis, and synthesis of course material. While the landscape of technology that can be used to support central activities of collaborative learning is vast and varied, it is often lumped together under a single label: "collaboration tools." Given this vast and distributed landscape of tools, the difficulty of finding one or a set of tools to meet your goals can be time intensive. Tools that exist to support collaboration can: Communication Many features of collaboration tools are geared toward the facilitation and management of effective communication among team members. Virtual MeetingsEmailInstant MessagingScreen SharingBlogsVoice, Video, Web ConferencingDiscussion Boards Team Definition & Participants Project Management Resource Management
About ETR Community EdTechReview (ETR) is a community of and for everyone involved in education technology to connect and collaborate both online and offline to discover, learn, utilize and share about the best ways technology can improve learning, teaching, and leading in the 21st century. EdTechReview spreads awareness on education technology and its role in 21st century education through best research and practices of using technology in education, and by facilitating events, training, professional development, and consultation in its adoption and implementation.
20 Options for Real-Time Collaboration Tools
Classroom Collaboration Tools
5 Fun and Mathematical Ways to Teach Your Child About Money
This is a guest post by Troy Edwards who writes for the “What is Economics?” blog. For many of today’s students, having to take and master math has as much appeal as a visit to the dentist. For this reason, the savvy parent recognizes that a little “creativity” and fun can go a long way. It can be considered the equivalent of a mother administering a little honey with a spoon of medicine to make it more palatable. photo credit: ~jjjohn~ Since money is a currency of exchange that kids can understand and relate to, there are many ways to work monetary concepts into exercises, real life examples, and games to achieve educational goals. Here are a few things to consider. With this in mind, here are 5 fun and mathematical ways to teach your child about money. 1. photo credit: merfam Allow the little ones to accompany you to the next visit to your local grocers. 2.Play with coins photo credit: midnightglory 3. photo credit: Thomas Hawk 4.Add a language photo credit: bradipo 5.Be the banker
Here are eleven techniques that you can use in your classroom that will help you achieve effective group management and control. They have been adapted from an article called: "A Primer on Classroom Discipline: Principles Old and New" by Thomas R. McDaniel, Phi Delta Kappan, September 1986. 1. Be sure you have the attention of everyone in your classroom before you start your lesson. Inexperienced teachers sometimes think that by beginning their lesson, the class will settle down. The focusing technique means that you will demand their attention before you begin. A soft spoken teacher often has a calmer, quieter classroom than one with a stronger voice. 2. An effective way to marry this technique with the first one is to include time at the end of the period for students to do activities of their choosing. The teacher is more willing to wait for class attention when he knows there is extra time to meet his goals and objectives. 3. 4. 5. 6. 7. 8. 9. 10. 11. Make ample use of praise.
Discipline by Design
Description du cours La collaboration est une « responsabilité partagée », une relation choisie consciemment qui se caractérise par la gestion du climat et des résultats. Bien utilisée, elle procure des avantages considérables. Objectifs Vous êtes libres toute la journée ? Retour en haut de la page
Mode d’emploi pour une collaboration efficace
Formes et enjeux de la collaboration numérique
Des DOI (Digital Object Identifier) sont automatiquement ajoutés aux références par Bilbo, l'outil d'annotation bibliographique d'OpenEdition.Les utilisateurs des institutions abonnées à l'un des programmes freemium d'OpenEdition peuvent télécharger les références bibliographiques pour lesquelles Bilbo a trouvé un DOI. Le service d'export bibliographique est disponible pour les institutions qui ont souscrit à un des programmes freemium d'OpenEdition.Si vous souhaitez que votre institution souscrive à l'un des programmes freemium d'OpenEdition et bénéficie de ses services, écrivez à : [email protected]. BORZEIX A. et COCHOY, F., 2008, « Travail et théorie de l'activité : vers des workspace studies ? », Sociologie du travail, 50 (3), pp. 273-286.DOI : 10.1016/j.soctra.2008.06.001 BRUNS, A., 2008, Blogs, Wikipedia, Second Life, and Beyond. CARDON, D., 2008, « Le design de la visibilité : un essai de cartographie du web 2.0 », Réseaux no. 152, pp. 93-137. GIBSON, J. JARZABLOWSKI, P.
20 Fun Free Tools for Interactive Classroom Collaboration
The 2014 Gates Foundation report, Teachers Know Best: What Educators Want from Digital Instructional Tools, indicates that teachers want tools “supporting student collaboration and providing interactive experiences”. This doesn’t come as a big surprise since these types of tools are fun and engaging. They also support 21st century skills like collaboration, communication, and creativity. You know what else teachers like? This week on EmergingEdTech, we’ve put together a listing of 20 top notch free tools that are being used in schools and classrooms to collaborate and interact on assignments, projects, and other active learning efforts. These tools deliver a wide array of functionality, from communication to collaborative document editing, whiteboards, and gaming, to full Learning Management System capabilities. 1. Twiddle provides a really easy to use collaborative online whiteboard. 2. 3. 4. 5. Yammer is a private social network. 6. 7. Vyew is a collaborative interactive white board.
collaboration
SLR_PreparingTeachersLibrarianstoCollaborate_V16.pdf
On Common Core | Cultivating Collaboration
Cultivating Collaboration: The First “C” The Common Core (CCSS) has arrived. We’ve had time to study the standards, peruse the list of recommended materials, and explore the suggested curriculum maps and assessments. Now, how do we begin to put this nationwide initiative into operation? What meaningful steps forward can we take? In this column, we’ll focus on the ideas that shape our approach to the standards. Librarians, teachers, administrators, parents, and children must work in concert. The best place for the collaboration to begin is around the topic of quality nonfiction. Identifying Quality Nonfiction LiteratureWhile there are no hard and fast rules on what constitutes quality nonfiction, there is consensus on some basics. Finding Quality Nonfiction LiteratureEducators have an immediate need to identify quality nonfiction literature in all the content areas. Here is our starter list and a brief description of what each offers. Robert F.
Five key roles for 21st-century school librarians | eSchool News | 3
As the lone librarian and technology integration specialist for an entire district, regularly meeting her K-8 students on a fixed schedule, Miller does not teach alone. She models collaboration by forming instructional partnerships with educators around the world. Two Libraries, One Voice, a joint blog documenting Miller’s co-teaching experience with John Schumacher, Brook Forest Elementary School’s librarian 338 miles away in Illinois, illustrates how technology transcends geography in the new millennium. Among the highlights of her partnerships with educators in Michigan, New Hampshire, and Philadelphia, Miller featured ongoing, multi-pronged collaborations that are open to any educator wishing to include his or her students, such as Somewhat Virtual Book Club and World Read Aloud Day. If George Siemens’ statement, “The network is the learning,” is true, then Miller and her colleagues built a formidable learning platform for their students—and many, many others. Common Core
The Global Classroom Project | Empowering teachers to connect, learn, share, collaborate, and lead – globally!
globalcollaborations - home
ED Teacher's Guide to International Collaboration on the Internet-- Pg 2
COLLABORATION
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Global SchoolNet: Collaboration Center: Tools for Collaboration
Curriculum Mapping - UEN
Virtual Workshop: Curriculum mapping
Curriculum Map Review Guidelines
Collaboration
How to Create Fruitful Co-Teaching Partnerships
How do you Encourage Collaboration with Classroom Teachers? (Hint: Chocolate is involved!) - Elementary Library Mama
7 Tips For Successful Collaboration
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Collaboration
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Collaboration, peer correction, group work | http://www.pearltrees.com/k/en/classroom-collaboration-service |
Collaboration and communication tools are vital to the success of any project, particularly for remote teams. They help increase productivity and connections among employees while enabling them to access information from anywhere at any time.
However, too many options can become stressful, especially when you have to start each workday juggling between various tools to stay in the loop. This article will explore some tips and tools to help you use collaboration tools more effectively.
Overloading your team with collaboration tools is not the solution for better productivity; on the contrary, it can lead to:
- Lower productivity because your team spends more time chasing information across multiple platforms than getting tasks done.
- Delayed projects because communication falls between the cracks.
- Reduced collaboration because some people might struggle to familiarize themselves with multiple collaboration platforms.
- Difficult access to information when you need it.
- Juggling between numerous collaboration apps can lead to context switching and lower effectiveness.
- Wasteful spending since many of these software solutions have overlapping features and require a subscription fee.
So, if collaboration tools are crucial for teamwork, how can you avoid these problems?
1. Prioritize Your Team and Company Needs
It is important to start by realizing that effective collaboration is not about technology—it is about your people and how they interact to achieve common goals. Collaboration and communication tools come in to enable and facilitate this.
Therefore, you should start by assessing your company’s needs and what kind of culture you want to build for your team. Furthermore, get a clear view of what kind of tasks your team performs on a day-to-day basis and the best ways to interact with each other.
For example, if you want to promote trust and the freedom to work during flexible hours, choosing digital solutions that enable asynchronous communication and collaboration, like Twist and Yac, could work best. These tools empower your people to remain focused during their most productive timeline.
On the other hand, if your team is mostly on the go, and you value real-time communication, tools that facilitate synchronous communication and offer both desktop and mobile access, like Slack, might be your best option.
Once you have a clear idea of your needs and the kind of culture you want to promote, it is easier to narrow down the number of options that align with your work approach. Picking a tool only because it is popular can inadvertently change your company’s culture and operating system, leading to unproductive results.
2. Leverage Workspace Suites
Having assessed your company needs and in an attempt to cut back on the number of collaboration tools you are using, you could start by looking at all-in-one or versatile platforms that offer a range of features needed to operate your business.
These solutions are specifically designed to bring everything together by combining essential features and functionalities from multiple apps into a single platform, removing the hassle of opening several programs to access information.
By doing so, they help save time and money while making it easier for everyone to get things done without missing out on any updates. They are ideal for small and mid-sized businesses that do not necessarily need the latest bells and whistles, but rather a simple, straightforward solution that helps them operate smoothly.
These tools allow you to exchange messages, call, take notes, assign tasks and even plan projects – all from a single place. Some examples of the best workspace suites that provide multiple features to streamline your workflow include Spike or Samepage. You can use one of these tools to bring all your activities together.
3. Choose the Best Tools That Allow Integrations
Suppose your organization specializes in a specific line of work and your multipurpose platform appears to be a “Jack of all trades, master of none.” In that case, you should consider finding the best suitable solutions for individual functions that can be easily integrated with each other.
If project management is your primary focus, you might want to look into tools with features such as task creation and assignment, robust search functionalities, multiple dashboard views, project status reporting, and project templates.
However, you should also consider project management solutions that offer integrations opportunities with other tools, for example, Hive, monday.com, or Wrike. This way, you can use a couple of tools suitable for specific purposes and connect them to achieve even better results.
Furthermore, these tools are user-friendly, making it easier for everyone to learn and use them effectively.
4. Create Centralized Knowledge Repository
As we have mentioned above, one of the main downsides of using too many collaborations tools is that employees waste precious time jumping from one platform to another to access information or bugging other colleagues with questions that have been answered several times.
To avoid this, you can store all essential information in a centralized knowledge base that is easy to access from anywhere. You can use an internal company wiki tool like Tettra to keep anything from company-wide policies and how-to tutorials to specific product information. Anyone with permission can add and edit files, creating an intuitive collaboration platform that helps employees share information with each other.
The idea is that every team member can head straight to this knowledge base to find information and get answers to any questions or issues they might have.
Start Your Journey to Effective Communication and Collaboration Now
If you are currently dealing with too much clutter when it comes to communication and collaboration tools, consider implementing the solutions above.
By using the best possible collaboration digital solutions and strategies for your business, you are taking a big step toward becoming more productive, saving money in the long run, and improving overall performance.
As you grow and your business becomes more demanding, you can always revise your processes to meet your changing needs.
Knowledge sharing in the workplace can be powerful, but only if you create an environment that encourages it. Here are some tools and tips to help. | https://onlinepixelz.xyz/how-to-avoid-the-overuse-of-communication-and-collaboration-tools/ |
In the COVID recovery era, many people and organizations are no longer distinguishing between office-based, remote or hybrid work. Today, it doesn’t matter where you are located to perform project work. In the twentieth century, the means of production were fixed and immobile. Success used to be defined in terms of scope, scale, and efficiency. “While the twentieth century was the century of industrial conglomerates, the twenty-first century is the century of ideas.”1 In the modern era, the means of production are mobile. Any heavy lifting or manual work executed by a knowledge worker is taken care of using affordable, powerful cloud-based computing. An organization’s competitive advantage now largely rests in it’s ability to communicate effectively, creatively problem solve, and efficiently act on new insight.
In my previous blog post, Creating Personal Time Management Techniques,2 we contemplated ancient wisdom rooted in knowing yourself and others. The Global Curiosity Institute3 advocates this and more. They offer a test to better understand your curiosity profile across three dimensions:
- Intrapersonal curiosity (ourselves)
- Interpersonal curiosity (others)
- Cognitive curiosity (the world at-large)
Intelligent collaboration and risk management strategies require us, among other things, to perceive relationships, learn quickly and act upon relevant information.4 5 Modern, online collaborative software platforms are perfect for realizing this strategy.
In an earlier blog post describing cognitive blind spots, we acknowledged that cognitive biases often mean that “the biggest risk is you.”6 An organizational culture that promotes psychological safety, encourages the workforce to question the status quo and learn, will benefit from teams that are more communicative, cooperative, agile and, arguably, content. During a period of voluntary worker attrition, a policy and culture of collaboration needs to be an integral part of any modern organization’s attraction and retention strategy.7
Additionally, when we consider these biases, best-in-class project delivery tools such as LiquidPlanner help promote effective communication. Tools that serve to promote collaboration, and a consensus view can help eradicate blind spots. This is true in both the near term and the long-term. In the long run, structured databases promote the consistent capture of relevant data and inherently establish feedback mechanisms for curating reference class data. To be clear, this data can reduce a project team’s assumption to knowledge ratio, facilitate perpetual beta8 (or continual improvement) methodologies and avoid a traditional first time each time approach to project delivery.
While many organizations recognize the benefits of analyzing and establishing budgets in probabilistic or uncertain terms, not all have yet discovered the benefits of reconciling those strategic funding assessments with tactical completion forecasts (also developed and expressed in uncertain or probabilistic terms). LiquidPlanner is one such platform-based tool that allows all team members to pool their insight, verify, corroborate, or reconcile team assessments and then employ a best-in-class Monte Carlo simulation to generate Predictive Insights, which today, remains a unique feature when compared with other project management software tools.
To reiterate, forecasting should never be seen as a one and done exercise. A better approach embraces Bayesian reasoning or frequent updates that utilize the latest information available. LiquidPlanner enables this approach by allowing teams to reiterate and refresh their completion forecast date ranges (i.e., probability distributions) as new information emerges. In turn, better communication, better collaboration, and increased awareness helps enhance the chances of project success.
In the post-COVID era, there is no shortage of virtual interaction technology available to help companies create their competitive advantage. However, waste occurs when tools do not enable team engagement in a way that improves their productivity. Is your project team empowered to deliver your project and business commitments using best-in-class tools?
If you have not tried it already, LiquidPlanner offers “value-creating collaboration”9 by helping teams better incorporate uncertainty into their project plans, communicate revised forecasts and more effectively navigate changing priorities and uncertainty, in the face of both known and emerging risk.
About the Author
With more than 20 years’ professional experience, James Arrow has played a key role in successfully delivering critical capital assets, in a variety of locations, around the world. Having had the opportunity to work with diverse teams across the globe, James is well-versed on project best practices and applies exceptional communication skills to lead multi-disciplinary teams. An effective hands-on team-player, James is also an acclaimed writer and speaker on topics concerning project risk management, data analytics, data science, including digital disruption in the engineering and construction sector. In recent years, on several occasions, James has been formally recognized by his peers for his contributions to the profession.
Article Footnotes
- van Hooydonk, Stefaan. The Workplace Curiosity Manifesto: How Curiosity Helps Individuals and Workspaces Thrive in Transformational Times. Potomac, MD, New Degree Press, 7 May 2022.
- Arrow, James. “Creating Personal Time Management Techniques.” LiquidPlanner, 23 June 2022, www.liquidplanner.com/blog/creating-personal-time-management-techniques/. Accessed 26 June 2022.
- https://www.globalcuriosityinstitute.com/the-workplace-curiosity-manifesto
- Arrow, J., “Risk.845 Risk Intelligence and Measuring Excellence in Project Risk Management”, AACE International 2012.
- T. Hulett Ph.D. FACCE & J. Arrow DRMP FRICS, “Principles for Quantitative Risk Management”, in AACE International Technical Paper, Morgantown, WV, 2022.
- Flyvbjerg et al, “Five Things You Should Know about Cost Overrun,” Transportation Research Part A: Policy and Practice, vol. 118, pp. 174‐190, 2018.
- Arrow, James. “3 Ways to Manage Your Team Members and Resources Most Effectively.” LiquidPlanner, 2 May 2022, www.liquidplanner.com/blog/3-ways-to-manage-your-team-members-and-resources-most-effectively/. Accessed 26 June 2022.
- E. Tetlock and D. Gardner, Superforecasting: The Art and Science of Prediction, New York: Crown Publishing Group, 2015.
- De Smet, Aaron, et al. “If We’re so Busy, Why Isn’t Anything Getting Done?” www.mckinsey.com, 10 Jan. 2022, www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/if-were-all-so-busy-why-isnt-anything-getting-done. Accessed 26 June 2022. | https://www.liquidplanner.com/blog/intelligent-collaboration-for-predictive-insight-competitive-advantage/ |
The use of Collaborative Virtual Geographic Environments (CVGE) is one of the most promising uses of virtual reality in geographic field. Data collaboration can support multi-directional sharing of data and files, allowing ideas and thoughts to be communicated interactively among users. Thus how to integrate diverse and separated data and offer more convenient and intuitive data collaboration service becomes increasingly significant for implementing collaborative work in the CVGE. In this paper, we firstly design a Grid-based CVGE service framework and discuss the data searching mechanism and accessing control. A data collaboration service was built to integrate and share system internal resources and improve collaboration work efficiency. Finally, we built a collaborative virtual environment and implemented data collaboration service in silt dams system planning on a case study area, Jiu-Yuan-Gou watershed of Loess Plateau, China. Experiment results prove that the scheme addressed in ...
Jun Zhu, Jianhua Gong, Hua Qi, Tao Song
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Intuitive Data Collaboration
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Collaboration and communication within a company are critical activities. They not only strengthen camaraderie and empower employees, but, as people join together for a shared purpose, also increase an organization’s productivity, efficiency and overall effectiveness.
Real-time collaboration and communication, in which all users can exchange information instantly, creates an environment that enables people to work wherever, whenever and however they need to in order to pool their collective skills and resources to quickly solve problems and move toward finding a solution.
The ability of employees, business partners and customers to interact in this manner — across technologies, channels and geographic boundaries — increasingly determines whether an enterprise flourishes or flounders.
4 Collaboration, Communication Strategies
Here are four best practices when employing real-time collaboration and communication.
Cater to the needs of your team by choosing the right platform
Before moving to a culture of real-time collaboration and communication it’s important to figure out the specific needs of the team. For example, do they need to collaborate on product or document development? How do they usually communicate? Where are team members located? Do they need a centrally accessible archive? It’s important to focus on developing a strategy that helps understand the “why” before getting to the “how.”
The next step is finding an application that works for the size and engagement level of your group. Choose several options and let the team decide the features, interface, etc. that are the best fit.
Encourage and establish real-time communication and collaboration habits within the workplace
One way to establish a culture of real-time communication and collaboration is to suggest that face-to-face meetings and emails take place in a virtual, web-based collaboration space.
While email is an effective way to communicate within a business, it’s a poor collaborative tool. To break the email habit, organizations can try turning off email for a period of time in order to ensure alternative modes of communication are used.
Organizations can also encourage meeting attendees to utilize mobile-video tools, as opposed to videoconferences which often require dedicated facilities, since mobile video tools allow people to attend meetings regardless of their current location. Not only is it easy, but mobile video is a great way to bring key experts into conversations when needed.
Since real-time communication and collaboration technologies make it easy to track collaborative behavior, performance evaluations and incentives can be designed to foster teamwork and reward collaboration.
Be supportive, but mostly get out of the way
First and foremost, it’s important that team members are fully trained, educated and supported in using new software. It might be useful to identify a team member or project manager to oversee the implementation and use of the platform. This person will have the ability to not only manage the organizational processes, but also help team members if they have problems, as well as encourage people to use the system.
Once the real-time communication and collaboration tool is in place, let your employees do what they need to do. Sometimes by regulating usage and enforcing too many guidelines and rules, you end up stifling the collaboration and communication process within the organization.
Don’t be afraid to adapt and evolve
Real-time collaboration and communication tools are consistently improving and evolving as new software and strategies continue to emerge. Because of that, it’s imperative that your organization is flexible and adaptable to change.
Keep your ear to the ground on what’s going on within your organization as well as in the industry as a whole. This allows you to innovate new solutions and anticipate upcoming trends and changes.
It’s important to remember to make sure your employees are part of the decision-making process when it comes to employing real-time collaboration and communication tools.
Be sure to listen to their ideas, needs and suggestions and make it a point to integrate their feedback in your technology and strategy. | https://www.cmswire.com/digital-workplace/4-best-practices-for-real-time-collaboration-and-communication/ |
The main goal of this activity is the exchange of service definitions and the harmonization of protocols, tools and services in order to promote the smooth operation and deployment of collaborative research environments for communities in both continents.
In particular this activity will involve the design of a pilot, integrated common platform involving authentication, authorization, information management and federated access to resources, ensuring seamless provisioning of collaborative services across the EU and LA.
The goal of the pilot platform is the actual demonstration of the possibility for e-Infrastructure providers in both continents to develop collaborative services for their users, providing them with the possibility to make use of single sign on to access federated services, building on top of a core set of interoperable components.
Irrespective of the specific underlying infrastructure (based on hardware or IaaS provided cloud resources) in both EU and LA, Interoperability for the deployed services will be achieved by the common adoption of interoperable standards for interfacing the underlying infrastructural resources. For example, this might imply the provisioning of wiki, web-conferencing, or a basic cloud storage service, all accessed through interoperable federations of identities (inter-federation of resources), so that users in LA and EU will be faced to the same functionality and interfaces to access these tools (wiki, web conferencing, working storage, etc), possibly making use of the same set of credentials through single sign on in both continents. Therefore the adoption and enforcement of emerging standards in both continents will be key to the activities carried out within this work package.
In particular the work package goals are:
Description of work and role of partners
Collaboration Services based on web platforms are becoming popular tools for collaboration everywhere and academic networks are not the exception. Services like wikis, blogs, web-conferencing, etc. are common for regional networks, NRENs and their customers. For the most part, regional networks like these (RedCLARA, GÉANT, etc.), share goals and application needs. Nevertheless, currently there are no efforts to integrate these services across the regions. This WP will be focussed on defining the basic policies and procedures for the interoperability of these web-based collaboration platforms between GÉANT and RedCLARA. The main idea is set the ground for international cooperation for end-user services. Through service cooperation, RedCLARA and GÉANT will be able to improve their offering of services, the efficiency, and visibility by taking advantage of deployments carried out in the other regions.
RedCLARA has been empowering research communities in Latin America by providing open-source custom applications for their activities. The RedCLARA Portal service offers to its communities an integrated set of tools: Wiki, Blogs, Webconference (BBB), Conference Management (Indico), Document Repositories (DSpace), Streaming Video (Red5) and soon other publishing tools. All of this with a single sign-on. Equally, a Large-file-transfer system has been developed in the TERENA context that overcomes the difficulty of using e-mail and simplifies the security problems of opening FTP servers.
On the RedCLARA Portal, users are authenticated as being part of an institution connected to a RedCLARA NREN by requesting that they register using an institutional e-mail. This is not a very secure way of authenticating users. The first part of the work will focus on defining a robust authentication system possibly based on eduGAIN to implement an interoperable and/or joint service deployment.
The work will then focus on defining the tools that will be supported on a common collaboration platform. The choice includes but is not limited to: Webconference (BBB), Conference Management (Indico), Document Repositories (DSpace), Streaming Video (Red5), Calendar, Large File Transfer, basic ubiquitous-access storage resources (DropBox-like tools like Syncany), etc. The agreement shall include definitions of implementation agreements, such as creating a large cloud-type service or not, licensing and branding.
Given that the RedCLARA Portal already includes several of these tools, we propose to extend the Portal to include the new services and implement a Pilot Portal for the services of communities on both sides of the Atlantic. The implementation of the Pilot should allow for a unified access with single sign-on and a white branding that permits the creation of NREN-controlled portals with separate user databases. Nevertheless, the application should behave for the users as a single service allowing them to create cross-domain user communities that may use the services in a seamless way.
Future implementation should permit scalability of this type of portal by creating a Cloud Service where the users may be the NRENs or other large user groups, such as the FP7’s Network of Excellence.
T.5.1 –Definitions of a communities services’ space between Latin-America and Europe
Leader: RedCLARA
Through this activity, RedCLARA and GÉANT will work on the definition of a set of tools and services that encourage the functioning and deployment of education research communities. For instance, the Web-conferencing tool allows communities to have meetings more frequently, improving their knowledge-sharing. By agreeing on these elements, RedCLARA and the GÉANT community would be able to design an interregional collaboration framework.
The definition of the communities services space will be carried out by performing the following activities:
a) Creation of a Researchers Consulting Group (RCG) formed by leaders of 7 EU-LA Collaboration Projects funded by either FP6 or FP7. These leaders will contribute through periodic meetings (quarterly) where they will be able to contribute their knowledge of the scientific community of both continents as well as their experience in user needs. The choice will include projects from several disciplines, not only information technology groups.
b) Interviews with leaders of e-infrastructures projects who have been strongly related to the development of applications (and usage policies) for science and research such as GISELA, EVALSO, AugerAccess, GLOBAL, CHAIN, OpenBio, etc,
c) To perform a user needs survey to be applied to during the first semester of the project to the scientific and research communities identified by WP6.
T.5.2 Agreement for Information Technology infrastructure standards, tools and integration protocols for a Community Services Framework between Latin America and Europe
Leader: GARR
The planned communities’ services require a complete information technology design that includes elements like:
a) How authentication and authorization shall work
b) How to federate resources
c) Base hardware and software infrastructure to support the services (cloud, grid, shared resources),
d) Services location and functioning
e) Provided functionality by the services
f) Design guidelines for new service's implementations.
Both networks, RedCLARA and GEANT, already make use of information technology resources and have defined strategies.
The idea behind this task is to identify how infrastructure could be shared and/or used between the organizations in order to accomplish the common goal, taking into account emerging standards for the provisioning of community services and current related developments (i.e. availability of cloud platforms and supported hardware, user-friendly developments in the provisioning of cloud services, recommendations and trends on cloud platforms related to the possible integration with public IaaS providers and interoperation at the infrastructural level (eg. EGI Federated Clouds Task Force, Helix Nebula) ).
T.5.3. Service models definitions for communities services between Latin-America and Europe
Leader: RedCLARA
RedCLARA and GÉANT have similar organisational structures to serve their regions. Both organisations have different NRENs per country. In this task, the plan is to develop a service model scheme for this structure. When each service arrives, there are common questions such as: whether the service will be deployed by the NREN or by the regional network; who will provide support; how NREN visibility can be improved through this work. The service model shall answer these questions by defining the main guidelines for how a service shall be presented, promoted, supported and what the relation between the regional networks and their respective NRENs will be like.
T.5.4 – Implementing a Pilot EU-LA collaboration service
Leader: RedCLARA
The work on this task would be to develop a demonstrative Pilot to actually demonstrate the provisioning of a common service in both EU and LA through single sign on ( i.e. on demand storage, wiki, web conferencing, etc.) by means of resources spanning both continents. The main idea behind the pilot is to test service implementation with different databases, and authentication parties. The pilot will serve also to show a how a common production implementation would work.
Key elements for the demonstrative pilot are :
1. Federated access to a gateway portal to access relevant services which will be implemented by means of resources based in both the EU and LA,
2. The adoption of agreed, common workflows, platforms and protocols for instantiating services and resources in both EU and LA (along the guidelines drawn by Task T5.2)
3. An Integrated cloud environment to instantiate on demand resources ( which might include Storage Space, Computing Resources, Software-as-a-Service).
The pilot will summarize and demonstrate the activities carried out within WP5 to extend the EU-LA collaborative platform by implementing and actually demonstrating at least two among the following services, all possibly falling in the domain of infrastructural collaboration between EU and LA:
a) Federated Cloud Storage provisioning service
b) Federated Provisioning of Computing resources (IaaS)
c) The provisioning of general purposes Scientific Gateways embedding relevant applications and tools for the user communities, with emphasis on the very large Virtual Research Communities spanning both EU and LA
d) The provisioning of a Software-as-a-Service service, providing access to specific applications or tools in a Cloud based approach by means of a specific cloud platform
e) Web Conferencing service
f) Federated INDICO service for event agenda and management
g) Federated Wiki provisioning for both EU and LA researchers
h) Large File Transfer spanning EU and LA resources
In order to include effective service validation by end users in the overall development process, to improve the quality of the results, this work package will make use of the following strategy:
a) A prototype portal will be deployed and evaluated with a closed group of expert users. After implementing the users’ feedback and corrections, the portal will begin a beta test phase.
b) The work group will carry out a research for users and communities with projects in LA and EU that could use the services offered.
c) Invite the above users to use the service in the beta environment. The ideal candidates will be a person that uses a similar service in local way or it is requiring it.
d) To contact the above users and invite them to use the service in beta phase. In order to receive comments from these users, one of the following alternatives will be implemented:
- Each service will redirect to a small survey when the user is logging out. The above will allow to get a
continuous feedback with most of the test users. Users’ feedback reports will be done on months 18 and 22.
- Send and online survey to the testing users. | https://elcira.redclara.net/wp5.html |
This course is designed to help you build and lead successful virtual and remote teams to maintain success in the global workplace' Diagnose and handle the unique risks of managing global projects and services; Manage the collaboration elements that work best for you and your team. Adapt your management style to meet the unique demands of global team leadership Build a team identity and sense of purpose; Design customized tools and procedures that fit your team's skills and locations.
Course Objectives:
- Learn how to utilize unique virtual team members' characteristics to promote productivity
- Create a truly cohesive team
- Build trust and enhance risk-taking and creativity
- Apply effective communication channels to achieve desired team relationships and goals
- Become a successful virtual coach
Course Outline:
- What virtual team members want from their team leader? | https://www.nigerianseminarsandtrainings.com/events/26167/Leading-and-Managing-Virtual-and-Remote-Teams---Abuja |
Issue: What collaboration technologies and architectures should enterprises leverage?
Summary: Collaboration is converging, as once disparate tools come together to form a unified social collaboration platform. A flexible and effective collaboration architecture should be built on these key pillars – with people at the center.
External collaboration has always been an important part of business, but so many users have access to so many cloud-based real-time tools that IT departments can’t keep pace. Many enterprise users who bring their own consumer devices (BYOD) to work have learned to provide their own tech support. This phenomenon is also taking work outside enterprise borders and creating a new “generation” of collaborators differentiated by more than just age.
With business demanding ever-higher levels of innovation, agility, and productivity, the pressure to collaborate across and between firms has never been greater. Increasingly, workers need to connect with more individuals, often outside the enterprise. Trying to provide seamless collaboration among product and project teams from multiple enterprises around the world inevitably exposes weaknesses in collaboration tools and strategies. This research note identifies the key elements of a collaboration architecture that enterprises need to maximize productivity and knowledge sharing (see Note 1).
Over the past few years, the workforce has included a broader range of generations than seen before, in part because people are retiring later. Differences in attitudes, skills, expectations, and technical expertise create additional challenges for collaboration planners. Users see technology as a tool, and experiment with different ways of collaborating. Within the enterprise, they often start with email at the center of the collaboration universe.
Content In Context is King
Technologists often see things through different lenses, and many see content and collaboration as separate problems. In truth, however, they have always been intertwined, and a collaboration strategy won’t be successful if it doesn’t address the issues of content.
Today, the definition of content is expanding beyond text and numerical data, and the “content” part of a collaboration architecture needs to manage all kinds of graphics and rich media, especially video, which is fast becoming the most important new content type. For most enterprises, this means taking a close look at their content repositories and how they link to the collaboration architecture, from a high level all the way down to what the user does. It also means that today collaboration can occur in real time inside of a document.
Video Is the New Document
The fastest-growing form of content is video, a large and complex datatype with extensive metadata that requires high network speed and bandwidth and high-precision, high-volume storage. Many of today’s content repositories are not designed to store or manage significant quantities of this challenging content, giving many enterprises an increased need for video content management. User demand for this form of content will grow exponentially through 2020, so enterprises need to develop a specialized strategy for storing, transmitting and managing it as part of their overall content management strategy.
Prediction: By 2020, video and text content repositories will converge, requiring new strategies and investments.
This content and collaboration integration brings the most value when the content is in the context of work activities. People collaborate around content, and the content is focused on goals. Efficiency and productivity increase when this context is rich across processes and user communities. | https://aragonresearch.com/building-a-collaborative-enterprise-start-with-an-architecture/ |
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27 Sep 2019
Everyone understands the importance of collaboration in maintaining a strong company culture that aligns with your organisation’s goals. But surprisingly few understand how to cohesively implement enterprise collaboration tools that combat common communication challenges.
In this article we look at the three impediments to collaboration, how to overcome them, and the role of technology in helping to promote a collaborative culture.
Collaboration has been described as “the essence of team work and probably the most important reason businesses build teams in the first place.” Despite this, many companies still struggle to enable effective workplace collaboration. There are several reasons that enterprises might find a disconnect with employees. Company culture may not support collaboration, or the technology within the enterprise may not be sufficient to engage employees.
Technology researchers at Gartner back this up. According to Jeffrey Mann, vice president of research for the firm,
“Because we have access to very good tools in our private lives we expect the same level of functionality and performance in business.”
Whilst we’ve seen a lot of changes take place with regards to enterprise technology in recent years, often it’s the case that employees have to work with legacy systems that don’t offer the enterprise collaboration tools without the fuss. Often, legacy apps just aren’t good enough to support shared workspaces and video conferencing, for example.
An effective collaboration platform should include:
However, these modern tools are often underused in the enterprise. This is especially true when a set of tools are ‘bolted on’ to existing systems without any thought given to how employees conduct their day-to-day work.
According to Forbes, there are three main challenges that enterprises face when making changes to culture and technology to enable employee collaboration.
And the larger the enterprise, the more pronounced these challenges are likely to be. In order to enable collaboration it’s necessary to invest time in sound planning and to involve employees in the process from inception. This increases transparency, raises awareness of new collaboration platforms and systems, and ensures that executives have to stick to the plan.
ZD Net states that,
“The social enterprise is about culture, management and process. It’s not about software.”
Whilst of course software will play a part in enabling collaboration, without effective management and a culture that supports it, it’s unlikely to be successful. ZD Net goes on to say,
“Social without business process integration won’t work.”
This is because adding social tools onto the network alone isn’t enough to ensure that employees will use them. Add to this that without a clear business goal for adding enterprise collaboration tools, there’s no good reason for a social project to go ahead. So whilst employees want and will use social tools in their working life, there has to be a reason for them to do so and this has to be made clear to them through the process of adding these tools to the network.
Social intranets are a rapidly growing industry sector. Many businesses now use social technology internally.
According to a Deloitte Trends Report, 70% of respondents believe in 2021-2023 workers will spend more time on collaborationplatforms in the future, 67% see growth in“work-based social media,” and 62% predictan increase in instant messaging. On the other hand face-to-face meetings and phone meetings are expected to continually decline.
What can be done to overcome this? As discussed, sound planning and transparency are key in ensuring that a company culture can be fostered that encourages employees to participate in collaboration. Technology and the tools chosen also play a key role, as does leadership. It will be necessary to ensure that when people focus on the fact that they have a job to do, they are aware of how the technological tools can enable them to do this through collaboration.
Social tools on the intranet are often discounted due to a lack of knowledge in the employee, who either doesn’t know that they’re there, or doesn’t know how to use them. Sometimes, for example, conflicts occur within teams due to a lack of effective document management. To truly realise the benefits of collaboration, teams need a clear purpose and a leader who is willing to articulate it.
With this in mind, for effective collaboration to take place, it’s necessary to create strong teams, who can work towards a common goal. They should be aware of the business processes and goals that are a part of the overall equation, and they should be given the right tools to communicate and collaborate with other employees (regardless of department or geographical location), customers, suppliers and other partners.
Evan Rosen, author of The Culture of Collaboration states that enterprises that foster a collaborative business culture “increasingly develop reputations surrounding their ability to collaborate.”
“Those that are perceived to be collaborative often find it easier to recruit top talent and partner with other successful companies,” he says.
However, it’s no small feat to ensure that employees are on track and utilising the tools on offer.
“Too often,” Rosen goes on to say, “organizations cultivate a star culture and the media reinforces the system by celebrating individual achievement. Unfortunately, a culture based on rising to the top and receiving individual rewards and recognition frequently results in competitiveness, secrecy, and in many cases, less then optimal results.”
Thus, enterprises looking to enable a collaborative culture need to place emphasis on teams and team work - on collaborating with others - rather than on individual achievements. This encourages working harmony, as the team strives to ensure that it gets the job done satisfactorily.
Almost all projects carried out within an enterprise will be a result of team work, so the trick is to ensure that all members of the team feel rewarded and valued. This can be incentivised through bonus schemes, but it’s also useful to allow employees to feel individual, personal job satisfaction. This could be done through training, which employees can undertake at their leisure, and through knowledge sharing within the enterprise.
Social tools such as profiles, wikis and blogs can help to enable this. Not only does it allow for a repository of useful knowledge to be built up by the enterprise itself, but it also gives the employee a sense that they have a voice within the business and that they are valued and trusted.
These also allow for relationships to be built and fostered between employees and executives. In turn, this allows for more effective collaboration between those people, as they can easily be found on the intranet through personal work profiles and the knowledge that they have added. This also means that it’s easier to approach an employee armed with the knowledge of what they can do, which department they work in and so on.
It’s not enough however to build teams alone, even those that understand the importance of collaborative working. It’s also necessary to build a culture that understands that external collaboration with customers, suppliers and partners is vital to the overall mix.
An enterprise that enables collaboration both internally and externally can be judged as one that has carried this out successfully. In order for a culture to emerge and become entrenched within normal working practices, it should become second nature to collaborate with every business-related contact.
In order to do this, enterprises must:
This means that it’s necessary to be clear about where the business is going for every department. This allows employees to have a clearer focus and understand what needs to be done and how collaboration can help. Many enterprises inadvertently discourage collaboration as they fail to create consistent formal processes for collaboration.
To overcome this, enterprises should,
For an employee to be able to collaborate effectively, they must be given the correct online collaboration tools to do so. Company intranet solutions have changed beyond all recognition in the last decade and now, rather than being a repository for knowledge, it’s a resource that can help to build relationships and share knowledge. The company intranet should include enterprise social networking tools to help foster a sharing culture, and to enable a simple means of communicating.
As previously mentioned, it should include:
Ideally, any intranet project should be supported by the CEO and other top-level executive to ensure that employees recognise the relevance and importance to the enterprise. This, alongside excellent planning and transparency, will make for a better chance that workers will engage with the intranet and use it as intended. Executives should be among the first to offer a strong presence on the intranet too, so that employees can be led by example. This can be further strengthened by ensuring that documentation regarding company policies – with regards to governance, for example – are placed on the intranet where they can be accessed by everyone.
It’s also necessary to build trust through the intranet so that employees feel confident in sharing and properly managing knowledge.
According to intranetizen, this can be done by:
The importance of collaboration, specifically online collaboration cannot be denied. It’s thought that those enterprises which enable it successfully tend to perform better across the board and tend to be more innovative. For enterprises that have not yet enabled it, collaboration can be difficult to implement as it depends on a few factors.
These include company culture, transparency, alignment with business processes and goals and building trust. Added to these must be the correct tools to enable people to carry out their jobs more effectively and to communicate and collaborate easily. This requires sound planning, which should involve executives and leaders from the start. Employees should be made aware of the project and feedback gathered from them from the beginning.
For example, an initial step in creating an intranet plan should be to gather feedback on what employees like and dislike about the existing intranet. This should also ask what tools employees would like to see implemented on the intranet. This allows employees to get involved and will result in a higher level of engagement when it comes to deployment.
A good social intranet should prompt employees to work productively by collaborating with colleagues through the tools that it offers. Employees should be encouraged to create content and to partake in discussions for best results. Essentially, good collaboration though is achieved through making it central to many of the enterprise’s communication practices. Once it becomes second nature to employees, it can be considered a collaborative enterprise and with that, comes success in terms of finances, employee satisfaction, customer service and knowledge sharing.
Discover how to build or improve an intranet that aligns with the company’s changing needs, with a real life example from a large financial services company.
Discover the best management practices for planning an intranet project, based on real life experience in a large financial services company.
In this guest post, Kim Jones outlines how to use your intranet to maximize the skills and expertise already available inside your organization.
The way we work and support productivity is changing rapidly. These are the key trends that relate to digital workplaces for 2022 and beyond that is set to transform productivity.
How do you maintain a high level of parent engagement in a sustainable and efficient way? We discuss the common mistakes to avoid and strategies for success.
Taking the time to create an effective intranet strategy and plan can mean the difference between an active intranet and another deserted legacy system!
Here are the essential collaboration and communication platforms and software to use to connect and integrate your business. | https://www.elcom.com.au/resources/blog/enterprise-collaboration-tools-strategies-for-success |
In today’s workplace, 45% of employees work from their homes. With those statistics, chances are you have found yourself working alongside, or even hiring and managing a virtual team member. To some, virtual delegation can seem like more of a hassle than it’s worth, but when done right, can be a highly effective use of resources that can lead to overall productivity improvement. These are 7 best practices to follow when delegating to a virtual or remote team member:
- Spend time upfront onboarding.
Like any employee, a virtual employee will be most productive once he or she has fully onboarded to organizational culture, processes, and strategies. However, a virtual employee's onboarding only consists of formal onboarding meetings, and misses out on valuable hallway chatter and impromptu meetings. For this reason, it’s important to make those initial onboarding sessions as valuable as possible. Spending this time upfront, can help your virtual employee produce higher quality work from the get-go, without coming back and forth to you with questions.
- Develop a communication plan.
Developing and enforcing for: frequency of meetings and via what medium, guidelines for meeting discussions, deadline requirements, and more. Bringing everyone on the same page before work begins can prevent communication breakdowns in the future.
- Plan appropriate work to be delegated.
While most tasks can be delegated virtually, there are some types of work that just lend better to being physically present. To choose tasks that are right for virtual delegation, look for no need for physical presence (like scheduling, research, or anything using a computer) and tasks that are straightforward, or can be explained fully upfront. Additionally, if you’re working with a virtual employee that has part-time hours, like a virtual assistant, make sure not to delegate intensive, time-bound projects that may exceed their weekly hours.
- Utilize collaboration tools.
One challenge to working with a virtual employee is document management and collaboration. When two or more people are working to create the same document and that document exists as a saved file, that means each party will have to wait for their colleague to finish editing before they can begin work. This inbox shuffle can lead to serious version control issues. Using collaboration tools, like Google Docs, eliminates that risk and saves time by enabling multiple colleagues to complete work at the same time. Project management tools, like Asana, allow groups to stay on target by sharing tasks, documents and deadlines. Additionally, many chat tools, like Slack, also have the ability to hold impromptu video meetings as well as instant messaging to collaborate instantaneously.
- Hold effective meetings.
When working with virtual employees, you need to ensure that the time you have with them is being used effectively. Come to meetings prepared with clear agendas and issues to be discussed. Use technology to bridge the physical gap and create screenshare environments or video chats. Also, be mindful of any time zone differences.
- Measure employee output.
One of the biggest fears of using virtual employees is that they won’t be productive, or what productive even means in each case. It’s critical to determine which KPIs best suit the projects you’ve assigned your virtual employee and implement a system to track them. For example, if you’ve delegated data entry work, a productivity metric might be records updated per hour. Additionally, using a project management system to track progress and deadlines can give insight into productivity.
- Remember to keep it social.
Collaboration and communication is easier with someone you feel you know, even if you’ve never physically met. Get to know your virtual employee and make sure to stay available for them.
Remote employees or virtual teammates, like virtual assistants, can help you improve productivity and allocate resources strategically. Delegating work to virtual employees is much like delegating to employees physically present, but it’s important to plan and communicate appropriately throughout the process.
If you’re ready to improve your productivity by delegating tasks and feel a virtual employee is right for you, virtual assistants are a great option. Dedicated virtual assistants allow you to outsource or delegate tasks just as you would to a full-time internal hire, though you get to choose how many hours you need them to work. Virtual assistants have a variety of skills in administrative assistance, bookkeeping, scheduling, translations, even web design and management (almost anything!), so you can ensure the work you need delegated is completed with quality. For more information on Uassist.ME’s virtual assistance services, please request a consultation. | https://blog.uassistme.co/best-delegation-practices-for-a-virtual-or-remote-team-member |
There is a job vacancy for Manager (Human Capital) At KPMG. The role holder will define and deliver the HR strategy that will enable the organisation to exceed its targets and build an organisation, that provides the talent required to deliver the organisation’s overarching goal within a compliance-driven environment.
See Also: November 2022 Job Recruitment At CalBank PLC
Skills & Competency Requirements
- Broad experience in talent management and performance management with expertise in multiple functional areas within HR
- Superior business acumen and experience working in global organisations across multiple cultures
- Fluency in one or more languages other than English is a plus.
- Excellent project management and process development experience,
- Strong leadership skills, ability to balance multiple perspectives and convey relevant messages.
- Excellent verbal and written communications skills, including writing, presentation building, influence, consulting, and negotiation.
- Strong relationship management skills
- Demonstrated success leveraging internal networks to drive results.
- Solid understanding of HR systems and processes.
- Ability to engage in effective and persuasive negotiations.
- Ability to analyse and transform organisational behaviour to HR initiatives.
- Ability to nurture relationships and deal with sensitive/confidential topics.
- Strong leadership skills
- Strong interpersonal and communication skills and the ability to work effectively with a wide range of cultures in a diverse community.
- Mature ability to work collaboratively with management teams and to be seen as a valuable expert resource to be sought out.
- Exceptional time management and organisational skills required.
- Ability to create high-impact teams that build on positive teamwork and collaboration.
Experience:
- Minimum of nine (9) years relevant experience in an HR generalist role in with at least three (3) years in a supervisory role
Professional Qualification
- A minimum of a Master’s degree in any field but with emphasis on Human Resources, Business Studies, or related disciplines
- Membership of a relevant professional body (CIPD, SHRM, IHRMP and other relevant professional qualifications)
Key Accountabilities
- Lead and manage the talent agenda through design and implementation of talent strategies that support the delivery of business goals
- Develop and implement effective engagement programmes geared towards delivering on the organisation’s annual performance targets.
- Oversee the review and implementation of the annual compensation and benefit programmes
- Define, administrate, and control personnel cost and headcount for the organisation
- Develop, initiate and maintain effective programmes for workforce retention, promotion and succession planning for Leadership team and key/critical positions
- Implement organisation-wide talent management and Performance Management initiatives required to achieve business goals
- Define and implement development and training plan to increase the level of competence
- Implement compensation methodology to offer competitive salary and benefits while ensuring market competitor analysis is carried out to attract and retain talents
- Ensure quality, on-time and controlled payroll processes
- Establish Human Resource administration policies such as hiring, compensation, benefits, Learning & development, performance management, induction, and other critical HR processes
- Develop strategies to improve employee experience and engagement across key employee segments.
- Define and implement culture and a robust internal communication strategy
- Conduct employee engagement surveys, analyse results, and devise strategies to improve engagement levels
- Drive a culture of continuous improvement across the HR function –to include people, systems, and processes
- Ensure compliance standards, reporting and audit responsibilities are met across all HR operations as well as enhance internal control levels as per the Company’s Internal Control Manual
How to Apply for Manager (Human Capital) At KPMG
Kindly send your CV with the “Job Title” you are interested in as the subject line to [email protected] ([email protected]) by 18 November 2022. Only short-listed candidates will be contacted.
WhatsApp Job & Scholarship Alert
- To get daily Job and Scholarship Alerts on Whatsapp, Join Our WhatsApp Group via the link below. | https://everydaynewsgh.com/job-vacancies/manager-human-capital-at-kpmg/ |
This multi-faceted marketing and creative role leverages experience in creative services, marketing principles, and project management to implement effective integrated marketing communications to attract, retain, and elicit lifelong engagement of a diverse student body, collaborating across the Marketing Communications division, and with campus partners to confirm goals and execute aligning marketing programs. The individual will work in a cross-functional role as a member of the production management team to plan, track, and schedule projects with consideration to project constraints relative to resources, timeframes, and cost.
JOB DESCRIPTION
Principal Duties and Responsibilities:
- Collaborate with Recruitment, Advancement, Student Life, Academic, and other campus partners as needed to create a consistent and aligned approach to advancing the university's reputation, academic programs, philanthropy, services, and events.
- Serve as primary project manager for implementing various marketing strategies, tactics, and initiatives, afor assigned campus partners and projects.
- Work both independently and with entire marketing and communications team to develop and implement marketing initiatives, and to assess their effectiveness in advancing divisional and institutional goals and objectives.
- Lead and develop the conception and execution of creative campaigns across multiple platforms, with a focus on digital marketing strategies.
- Strategically represent Marketing Communications and Marketing Team in divisional and campus-wide working groups for ongoing initiatives or ad hoc as assigned.
- Work as required as part of production team with a variety of outside vendors for advertising development and media placement, print production, and other outsourcing initiatives.
- Recommend and drive better tracking processes to document value of strategic services to the university and streamline workflows.
- Perform other duties as assigned.
Position Requirements
- Marketing communications professional with 8-10 years experience in marketing and brand communications. Bachelor's degree in marketing, communications, graphic design, or similar field.
- Experience planning, creating, and implementing integrated marketing communication campaigns.
- Excellent written and verbal communication skills. Adept writer, editor, and project manager. Fine attention to detail, professionalism, and dependability. Exceptional decision-making skills.
- Familiarity with design and production processes and digital marketing strategies and tactics.
- Ability to work collegially across teams, divisons, and organizational levels, leading through influence to build consensus around ideas, concepts, and solutions.
- Ability to self-manage projects, multi-task, and deliver on timelines.
- Creative thought leader and doer with an eye for detail.
- Innovative thinker with passion for learning about latest industry trends, best practices, and tools for innovative audience experiences.
- Applicants must have demonstrated experience working in and fostering a diverse and inclusive workplace and/or commitment to do so as an employee at WPI.
- WPI is passionate about creating an inclusive workplace that promotes and values diversity. We are looking for candidates who can support our commitment to equity, diversity and inclusion.
FLSA STATUS
United States of America (Exempt)
WPI is an Equal Opportunity Employer. All qualified candidates will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity, national origin, veteran status, or disability. We are seeking individuals with diverse backgrounds and experiences who will contribute to a culture of creativity and collaboration, inclusion, problem solving and change making.
To apply, visit: https://wpi.wd5.myworkdayjobs.com/en-US/WPI_External_Career_Site/job/Worcester/Marketing-Programs-Manager_R0001265
About WPI
WPI is a vibrant, active, and diverse community of extraordinary students, world-renowned faculty, and state of the art research facilities. At WPI, we have competitive and comprehensive benefits, including health insurance, long-term care, retirement, tuition assistance, flexible spending accounts, work-life balance and much more.
Diversity & Inclusion at WPI
WPI is committed to creating an inclusive workplace where everyone feels valued and respected; a place where every student, faculty and staff member can be themselves, so that they can study, live, and work comfortably, to reach their full potential, and make meaningful contributions in order to meet departmental and institutional goals. WPI thrives on innovative practice and welcomes diverse perspectives, insight, and people from diverse lived experiences, to enhance the community environment and propel the institution to the next level in a competitive, global marketplace.
Copyright ©2017 Jobelephant.com Inc. All rights reserved. | https://careers.insidehighered.com/job/2123993/marketing-programs-manager/ |
The Program & Partnership Manager is a member of the external relations team who leads the development, planning, and implementation of programming at the Institute. The Manager will produce timely, relevant, newsworthy and substantive programming support the needs of special events and joint initiatives with partners, and develop a diverse and engaging schedule of programs throughout the year. The Manager will manage relationships with event stakeholders and serve as point of contact for speakers, moderators, partners, and other program participants. The Manager will have excellent writing and communications skills, and will draft program descriptions and text for promotional materials to support the promotion of programs, and work with other members of the external relations team to build audience for programs. The Manager will identify all operational needs for successful execution of programs, and work with colleagues to implement logistical requirements.
Position Responsibilities
- Develop relevant, educational, and engaging content for programs, including brainstorming topics and issues, identifying speakers and moderators, tracking ideas for programs and prioritizing those to pursue, and generating a schedule of programs.
- Manage relationships with all program speakers, moderators, event partners, and other program participants; responsible for speaker communications including outreach to participate in event, conducting briefing calls and discussions, and sharing event details.
- Lead all necessary planning to determine program needs and assess operational and logistical requirements for production of events; work with Program Coordinator to implement program needs with IT, facilities, operations, outside vendors, and other external partners as needed.
- Draft all program-related content and communications including program descriptions, written correspondence, invitations, broadcast emails, briefing materials, backgrounders, talking points, and reports.
- Conduct direct outreach to solicit new and strengthen relationships with partners/prospective partners and to build audiences for individual programs.
- Consult and collaborate on marketing strategies to support promotion of programs, including paid advertisements, developing broadcast email and announcement schedule, and other efforts to build audience and awareness for programs
- Solicit, strengthen, and support relationships with programmatic partners including media partners, community partners, and others
- Work with Director of Community Engagement to track event expenses and manage the budget for individual events
- Participate in Institute events and programs, including those held on evenings and weekends
- Participate in and support other Institute-wide initiatives and external relations projects as needed
Education Bachelor’s degree or an equivalent record of professional achievement with a demonstrated track record of success and increasing responsibilities.
Experience
- At least 3-5 years of experience in events, programming, organizing, or politics
- Experience with content development, policy research, and the ability to effectively identify timely political and policy issues
- A proven track record of effectively and graciously serving in an external-facing role with the ability to support relationships with diverse and high-ranking stakeholders, including U.S. government officials, donors, community partners, vendors and members of the public
- Must have demonstrated the ability to lead and implement projects independently as well as managing staff, peers and colleagues to complete required tasks
- Previous experience managing staff preferred
Knowledge, Skills, and Abilities Required
- Excellent written communication skills; experience with marketing and communications writing a plus
- Ability to create and maintain good working relationships with a variety of diverse internal and external team members
- Strong organizational, time management and project management skills
- Ability to multi-task effectively and meet deadlines in a fast-paced office
- Demonstrated flexibility and poise working under pressure
- Ability to effectively solve problems and adjust in fast-paced circumstances
- Must be detail orientated, meticulous with professional standards for task execution;
- Enthusiasm and commitment to teamwork
- Passion for promoting civic engagement and healthy political discourse to people of all ages
- Should posses an interest in current federal, state, and local government, related policy news.
- A sense of leadership, initiative and ownership of project area
- Able to work independently with minimal supervision and/or direction
- Working knowledge of Microsoft Office applications; Google workplace applications and others such as Eventbrite, Adobe Design Cloud, MailChimp, and ease of learning other event/customer management and design software
- Demonstrates a willingness and ability to work nights and weekends as necessary.
- Ability to pass a criminal background and credit check required
Please email resume and cover letter to [email protected], with the title “Program & Partnership Manager” in the subject line. Please, no phone calls. The Institute does not retain external search firms. No solicitation calls will be entertained.
The Edward M. Kennedy Institute for the United States Senate is committed to creating a diverse environment and is proud to be an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, gender, gender identity or expression, sexual orientation, national origin, genetics, disability, age, or veteran status. | https://www.emkinstitute.org/about/careers/program-partnership-manager |
Create and implement Social Media Marketing Campaigns and strategies.
Collect data and analyze interactions and visits, plus use this information to create comprehensive reports and conduct buyer persona research.
Able to use relevant keywords to attract audience and stay up to date with the latest social media best practices and technologies
Ability to write content copies (such as photo captions, headlines, pointers etc.) on diverse issues such as tourism, education, infrastructure, and other areas of governance.
Manage and oversee social media content and measure the success of the activities.
Web content specialist and online promoter to drive traffic to the company’s portal.
Framing of News articles and press releases in Both Hindi and English.
Scanning newspapers to identify headlines and news that are relevant to the department’s website and social media being handled in-house and making appropriate additions/ updating the same.
Desired Skills / Experience
Excellent knowledge of Social Media Platforms and social media best practices
Great interpersonal and communication skills. Verbal and written fluency in English and Hindi.
Knowledge of Microsoft Office and basic graphic designing tools will be preferred.
Familiarity with social media KPIs
Excellent multitasking skills
Critical thinker and problem-solving skills
1+ Year experience in Social Media Marketing
Preferred Qualification
Any graduate/ post-graduate. | http://online.otpl.co.in/career/JobOpening.aspx?ID=cYQuF2W8WzdqV55y2dYqlg==&dep=3i/blq1c0gqrE1WlKZ4nmQ==&jc=46sO5wGCzynZFda2u5AJgQ== |
As we embark on our new strategy, Everyday Equality, digital marketing is at the heart of our plans to communicate our purpose and vision, attract supporters, engage our customers and achieving social change. If you’re passionate about digital marketing, place insight and audience at the heart of your marketing plans, and have an inquisitive mind we want to hear from you.
As a Senior Digital Marketing Specialist, you’ll use your work within our friendly and busy Digital Marketing team. We work closely with teams across the organisations to identify and understand target audiences, create effective strategies and select efficient channels for our marketing campaigns.
Equality and inclusion are at the heart of Scope’s mission and we are committed to creating a diverse and inclusive workplace with equality of opportunity for everyone.
We welcome applications from disabled people and guarantee interviews to disabled applicants who meet the minimum job criteria. Please let us know in your application if you would like to be considered for this.
Please apply with your CV and a covering letter outlining your suitability to the role.
Shortlisting confirmation: 13 December 2019
Interviews: 18 December 2019
If you have any questions please get in touch. | https://www.scope.org.uk/jobs/jobs-search/senior-digital-marketing-specialist/ |
On 19-20 January 2023, RICOD’s funding partner Mennonite Central Committee (MCC) Nepal hosted a two-day financial sustainability and grant funding workshop. Alongside teams from Shanti Nepal, SAHAS, HRDON, and KOSHISH, RICOD participated actively in learning about various funding strategies and approaches, with focus on self-sustaining funding, grants, and effective storytelling.
The RICOD team was comprised of Executive Director Ram Hari Ghimire, Treasurer Rachana Maharjan, Board Member Sita Devi Neupane, Project Coordinator Kunjana Pandey, and Researcher Evan Strong. Throughout the interactive sessions, MCC Nepal encouraged the promotion and marketing of organizational work with attention to safeguarding and diverse audiences.
Beyond the training sessions, team members were able to network with other NGOs and discuss funding strategies, leading to fruitful interactions and inter-organizational camaraderie. RICOD graciously thanks MCC Nepal for this developmental opportunity and plans to use this new momentum to imagine and implement new funding approaches. | https://ricod.org.np/news.php?id=90&title=financial-sustainability-grant-funding-workshop |
The team behind Dark Mofo (DarkLab) is seeking a Marketing Director to lead and manage a team of skilled professionals in the provision of communications and marketing services across Dark Mofo, Odeon Theatre, Altar, High Altar, In the Hanging Garden, Project X and other brands as identified by the Creative Director.
This role reports directly to and works in close collaboration with the Creative Director to interpret the creative direction, identify strategic objectives and opportunities, and develop marketing and communications plans to achieve artistic and commercial commitments. Also working closely with the wider management team, this role will develop and implement DarkLab’s marketing and communications strategy across the suite of commercial ventures and subsidised activities, while continuing to provide and maintain leadership accountabilities and oversight to the design and development team.
The Gig:
- Develop and implement marketing strategies across DarkLab projects and achieve revenue sales targets;
- Oversee market research and audience development activity, and increase reach;
- Report on sales and marketing activity;
- Work collaboratively with the Design & Content Director to develop brand strategies in response to marketing objectives, creative briefs and commercial imperatives;
- Work collaboratively with the Curatorial team and Media Manager to understand the artistic program and broader cultural objectives, developing communication and ticketing strategies;
- Work collaboratively with the Venues Director to understand commercial objectives and develop and deliver strategic marketing plans, identifying opportunities for growth;
- Work closely with internal and external stakeholders to develop relationships, deliver and report against agreed commitments and strengthen the DarkLab brands;
- Manage the marketing budget including project budgets;
- Identify and work with relevant personnel to assist delivery and oversight of projects;
- Liaise with DarkLab Management to review and implement processes and objectives;
- Adhere to WHS requirements;
- Complete work within agreed timeframes; and
- Liaise with stakeholders, as required.
The You:
- Highly developed communication and delegation skills;
- Demonstrated leadership of creative and collaborative teams;
- Broad commercial and cultural sector experience and an appreciation of the arts and tourism industries (desirable)
- Diverse industry experience in marketing and communications;
- High proficiency in achieving commercial and creative objectives;
- Highly developed organisational skills with a proven ability to manage multiple projects and competing priorities;
- Demonstrated strategic planning and decision-making skills, with an advanced understanding of stakeholder management and team leadership;
- Mature work ethic and leadership style; and
- Organised, efficient, conscientious and calm.
Applications for this position close at 5pm Friday 5 November 2021. When submitting your application, please include a resume, a cover letter specifically addressing why you’re a great fit for this role (no more than 2 pages) and an attachment highlighting your portfolio work (no larger than 10MB). | https://theartgorgeous.com/jobs/marketing-director-darklab/ |
Targeted Audience:
-This course is designed for trainees who aim to specialize in the field of banks' marketing.
-Marketing managers in banks.
Training Program Goals:
-Gaining the skills of choosing the most suitable parts of banks' marketing mix.
-Improving the needed skills to satisfy clients.
-Equip the participants with the most modern scientific methodologies in the field of bank marketing.
-Enhance the participants’ knowledge in terms of marketing and promotion in a purely practical way.
-Gaining the ability to serve clients.
-Gaining the ability to attract new clients and keep current clients.
Contents & Program outline:
-Advanced bank management.
-Innovating new banking services.
-Negotiation skills for banking service providers.
-Improving banking services quality.
-Bank marketing strategies in a competitive environment.
-Financial Services Marketing.
-Sales skills and techniques for banks.
-Retail banking services.
-Insurance Services Marketing.
-The bank's image in the minds of clients.
-Executive mechanisms to keep current clients and attract new clients.
-Dividing the banking market into segments.
-Case studies and success stories. | http://ayasophiatraining.com/program_details/66 |
54329BRAuto req ID:54329BRJob Code:CM0559 Communications Management IV Location:USA - MA - Cambridge Business Title:Director of Communications and MarketingSub-Unit:------------ Salary Grade (https://hr.harvard.edu/salary-ranges#ranges) :059Time Status:Full-time Union:00 - Non Union, Exempt or Temporary Basic Qualifications:
Bachelor of Arts or Bachelor of Science degree
7 to 10 years of related experience with at least 4 years of experience managing.
Additional Qualifications and Skills:
Exceptional interpersonal, project management, reporting, writing, and editing skills, and a proven record of working collaboratively with a wide range of constituents.
Ability to effectively supervise and motivate staff.
Self-starter who is also able to work as part of a larger team and balance the interests and needs of a variety of stakeholders.
Strong experience with digital communications channels and social media.
Strong understanding of issues surrounding diversity, inclusion, belonging, and equity.
Media relations and crisis communications experience.
Experience developing and implementing organizational communications plans.
Preferred
Demonstrated record of success in positions of progressive responsibility in communications for a complex and fast-paced organization.
Ability to set priorities and manage competing demands.
Knowledge of the health care field and strong foundation in public health communication.
Additional Information:
We are committed to fostering a diverse and inclusive workplace culture and seek applications from candidates who share our values and commitment. Experience working with a diverse community, an understanding of issues surrounding and a commitment to promoting diversity, equity, and inclusion.
Department:Executive OfficePre-Employment Screening:Criminal, IdentityJob Function:Communications Job-Specific Responsibilities:
Partner with senior management and content experts throughout HUHS to develop and implement outreach strategies and ensure current and consistent communications of HUHS services, programs and policies.
Develop timely and relevant content and communications to HUHS patients (including students, faculty, staff and retirees), including promotion of specific medical services.
Develop and support a campaign leveraging effective communications and marketing tactics and strategies to promote student mental health, including raising awareness of group and individual mental health treatment services, marketing of wellness programming, and reducing stigma associated with help-seeking and mental illness.
Lead the development and maintenance of marketing, website, and communications materials for the Harvard University Group Health Plan and the Harvard University Student Health Program.
Develop and maintain strategies and materials to educate members of the Harvard community about HUHS’s activities and objectives with the goal of elevating HUHS’s visibility, presence, and overall brand.
Create and lead implementation of HUHS’s social media strategy which is aligned with the University’s social strategy.
Manage external communications consultant assignments to ensure relevance, consistency, and timely completion of projects.
Work closely with HPAC to leverage marketing communications best practices and to participate in University-wide communication initiatives, when appropriate.
Build a measurement program for strategic communications and marketing, including quantifiable attraction, retention, and conversion goals.
Additional duties as assigned.
COMPLIANCE:
Adheres to the expectations and professional responsibilities of the department.
Employs the standards, practices, and procedures of the department.
Completes and complies with HUHS training requirements including HIPAA Privacy and Security.
Reports non-compliance incidents to the supervisor, manager, and/or Compliance Officer.
School/Unit:University Health Services EEO Statement:We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, gender identity, sexual orientation, pregnancy and pregnancy-related conditions, or any other characteristic protected by law.Job Summary:Reporting to the Executive Director, Harvard University Health Services (HUHS) with a dotted line to the Senior Director of Media Relations and Communications in Harvard Public Affairs and Communications (HPAC), the HUHS Director of Communications will be an integral part of HUHS’s executive leadership team. The Director will promote the vision and priorities of HUHS with a focus on developing and overseeing an integrated strategic communications and marketing program for all businesses of HUHS (including a multi-specialty ambulatory practice, student mental health services, health plans, and programs for wellness and health promotion).
The Director of Communications will build, direct, and oversee the professional development of a small team of communications staff who will be responsible for the creation, implementation, and maintenance of a strategic communications and marketing plan for HUHS. This position is responsible for the coordination, creation, implementation, and delivery of all communications and marketing materials, both internal and external, using appropriate traditional and new media channels. External audiences include students, faculty, staff, health plan members, patients, and the general public. The scope of the position will include the development and management of infrastructure, content, and flow of communications related to promoting the various objectives and activities of HUHS. | https://mass-creative.jobs/cambridge-ma/director-of-communications-marketing/1F1920BA7A904A71BC7F2191D77BD6F1/job/?vs=28 |
WWCMA completed our strategic planning process with the assistance of Health Resources in Action (HRiA), a public health nonprofit consulting firm in 2016. The goal was to develop a strategic plan to guide WWCMA work over the next three years and help guide organizational efforts to achieve the Council’s mission to provide high-quality effective and sustainable services for its members. HRiA helped us identify organizational strengths, areas of need, and build consensus and excitement around the Council’s goals and objectives. We were able to complete this important initiative with the input of our Board of Directors, WWCMA members, committee members, sponsors, and Council volunteers.
Participants provided input through one or more discovery mediums that included focus groups, online surveys, and interviews to explore perceptions of the internal strengths and weaknesses of the Council, as well as the external opportunities and threats in the environment in which the Council operates. The key findings from the data gathering were used to develop priorities and inform the goals, objectives and strategies for a day-long strategic planning session.
Through our strategic planning efforts, we have revised the WWCMA vision and mission statements and developed priority areas and action plans.The outcomes of our work are below.
The Worksite Wellness Council of Massachusetts (WWCMA) is the preeminent, independent and objective resource for health promotion in the workplace and champions wellness programs to help employers encourage healthy employees, healthy families, and healthy communities across the Commonwealth.
WWCMA provides networking, education, tools, and other resources to help employers cultivate and sustain a culture of health and wellness for employees and their families.
We will be working to create and deliver innovative programs and resources that address the diverse needs of our audience to advance the best practices of worksite wellness. The marketing team will continue to position WWCMA as the industry leader to attract, engage and retain members, sponsors, and partners, and promote the advancement of worksite wellness throughout our state. We will work to strengthen and sustain a collaborative and diverse council governance structure and ensure financial sustainability and growth by delivering value to our community.
The Council thanks, HRiA and our wide array of members, sponsors, and volunteers who provided their time and valuable insights and feedback to the Council to make our strategic planning process a success. The Council will keep our members, sponsors, and volunteers up-to-date on our progress in meeting our strategic goals and will communicate improvements and new initiatives in our four priority areas. We are looking forward to an exciting 2017! | https://wwcma.org/blogpost/1044157/Work-Well-Massachusetts |
WAMU 88.5 is the leading public radio station in the greater Washington, D.C. area, and DCist is our digital outlet for local news. We provide in-depth and enterprise reporting alongside essential daily news and information that aims to reflect and serve the diverse communities of our region. We believe in news as a public service and put our current and future audience at the center of our work.
Summary/Objective
The Managing Editor, Audience develops, oversees, and executes the audience engagement strategy of WAMU’s regional newsroom, driving the plan for how WAMU and DCist expand the reach of our journalism.
With the goals of diversifying, growing, and deepening the loyalty of our audiences, the role has oversight of social media, newsletters, homepage presentation and journalism-focused events. These include our homepages and presentation of local content on NPR.org; the voice and cadence of our social platforms for both WAMU and DCist; recirculation of stories and evergreen strategy; implementation of the DCist membership program; in-person and digital events; and initiatives to increase newsletter, streaming, and local podcast audiences.
The Managing Editor, Audience also plays a key role in identifying which metrics are most relevant to WAMU’s audience goals, tracking progress against those goals (particularly impact) and sharing this information regularly with the newsroom in conjunction with the Growth Editor.
The role will require a combination of big picture strategic thinking, detail-oriented project management and hands-on audience engagement work. The Managing Editor, Audience will be a creative thinker who develops new, outside-the-box initiatives, refines our existing strategies, and otherwise helps transform WAMU/DCist into a powerhouse of audience-driven local journalism.
The Managing Editor collaborates with the Growth Editor, DCist Membership Manager, Strategic Partnerships Editor, and Marketing and Technology teams to conceive, manage, and execute these audience-focused projects. The position supervises a team of two or more audience engagement specialists.
Essential Functions
Audience Strategy & Development:Drive the audience engagement strategy and plan for WAMU’s newsroom. Establish a vision and goals for the team that focus on growing, diversifying, and deepening the loyalty of WAMU’s local news audience and members on various platforms. Implement, plan, and achieve results through the coordinated efforts of the team that includes two or more Audience Engagement specialists. Execute social media strategy (to include both promotion of news content and engagement as a means of enriching reporting and deepening loyalty), promote evergreen content and ensure that SEO best practices are being implemented. Develop and execute strategies to grow audiences for streaming audio and local news podcasts and propose and help execute local news-focused events with colleagues in Marketing. Develop and lead strategies to grow the newsletter audience, and oversee the homepage(s), along with new projects that reflect changing audience behaviors and demands.
Editing:Contribute to the smooth editorial functioning of the newsroom by editing daily newsletter(s), planned social media content, homepage text and the DCist membership newsletter. May also edit digital stories or oversee the breaking news desk on an as needed basis.
Team Building & Supervision:On a day-to-day basis, the Managing Editor, Audience ensures the Audience Specialists have clear expectations and the direction and coaching they need to succeed. The role develops staff through effective management including regular 1:1’s, goal-setting and performance reviews. The Managing Editor, Audience actively manages the recruiting process for open engagement positions, is well-versed in personnel policies and supports a fair and impartial process when performance issues, disputes or complaints arise. The role is a key leader on the newsroom team and helps other parts of the newsroom engage in audience-driven work.
Metrics:With the Growth Editor, track audience metrics in relevant areas (newsletter subscriptions, social media followers, site traffic, podcast downloads, traffic sources/SEO). Set quarterly audience growth goals and communicate results with the newsroom on a regular basis.
Supervisory Responsibility
- Directly supervises 2 full time audience engagement specialists
- Full time
- Team Leader/Consultant B
- Exempt
- Bachelor's degree or equivalent in Journalism, Digital Media or a Related Field
- 7-10 years of relevant experience, to include supervisory experience.
- Master's degree or equivalent in Journalism, Digital Media or a Related Field
- 8-10 years of relevant experience
- Experience with journalism that fulfills audience needs, integrates audience response, and prioritizes audience engagement
- Strong writing and editing skills
- Knowledge of and passion for the Washington region
- Experience managing a team; in particular, experience coaching and mentoring broadcast or print reporters in best practices for digital journalism
- Fundamental demonstrated understanding of and experience with content management systems, web development, and web design
- Experience and success directing the development of multimedia content such as video, audio, and social media graphics
- Experience driving social media strategy, monitoring analytics, and adjusting future plans based on performance
- Impeccable news judgment
- Excellent written and verbal communication skills, strong organizational skills, and a demonstrated ability to multi-task
- Knowledge of and a commitment to the mission of public radio journalism
- Hiring offers for this position are contingent on successful completion of a background check
- To ensure the health and safety of our community AU requires COVID-19 vaccinations for faculty and staff. Click here to learn more about our health and safety directive
- Click here to learn about American University's unique benefit options
- Please note this job description is not designed to cover or contain a comprehensive listing of activities, duties or responsibilities that are required of the employee for this job. Duties, responsibilities and activities may change at any time with or without notice.
If you are a current full-time or part-time staff member at American University, please log intoAsuccessfulU through themyAU portal . Once in AsuccessfulU, please select the Careers tile which will take you to our internal career page.
Contact Us:
For more information or assistance with the American University careers site, email [email protected] .
American University is an equal opportunity, affirmative action institution that operates in compliance with applicable laws and regulations. The university does not discriminate on the basis of race, color, national origin, religion, sex (including pregnancy), age, sexual orientation, disability, marital status, personal appearance, gender identity and expression, family responsibilities, political affiliation, source of income, veteran status, an individual’s genetic information or any other bases under federal or local laws (collectively "Protected Bases") in its programs and activities. | https://jobs.chronicle.com/job/396832/managing-editor-audience-12918-/ |
Investment Promotion & Economic Development Programmes
Governments and economic development agencies can take a number of actions to improve the conditions for economic growth, attract new investments and provide the necessary resources and assistance for private sector development. We take an implementation-oriented approach and help our clients choose and develop a coherent and effective mix of instruments to achieve their goals. We especially emphasize the alignment of economic development programmes and investment promotion strategies to the relevant policy framework which creates synergies with other intervention areas to boost effectiveness.
Key services include:
- Target group analyses and positioning studies
- Cluster strategies and programmes
- Investment promotion strategies
- Investment facilitation and after-care programmes
Exemplary projects: | https://vogler-edc.de/investment-promotion-economic-development-programmes/ |
We’re looking for a skilled and confident Marketing Manager to lead on the planning and delivery of marketing and digital campaigns at the Unicorn.
You will put together creative and effective campaigns that attract family and school audiences. This role manages the Unicorn’s digital content, campaign marketing and CRM strategies, and supports press and PR coverage. The Unicorn works in a detailed way with schools and community groups, who work with us on bespoke engagement projects as well as making up a large part of our audience – the Marketing Manager plays a key role in growing these groups and creatively communicating our work, mission and values.
In this role, you will join a talented and ambitious department in an acclaimed producing theatre. With the primary focus on digital marketing, you will build on existing skills analysing audience data, planning targeted and enticing digital campaigns, line managing staff, and managing budgets. | https://www.unicorntheatre.com/jobs/marketing-manager |
- Rigel Pharmaceuticals, Inc.
- Location
- South San Francisco, CA, US
- Posted
- Sep 24, 2020
- Ref
- 1285
- Hotbed
- Biotech Bay
- Required Education
- Bachelors Degree
- Position Type
- Full time
POSITION SUMMARY:
The HR Operations Associate Director is responsible for the execution and implementation of the company’s total rewards strategies to attract, engage and retain Rigel’s workforce nationwide. This individual will be responsible for developing programs and policies to align with the corporate business strategy maintaining and/or enhancing competitive market position. In addition, this position is responsible for leading the development of a sustainable and scalable employee data infrastructure through the deployment and use of the company’s HR Information Systems, including web-based and mobile tools for managers and employees, and the management of accurate employee-related data.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
- Provide leadership and direction around compensation and benefit programs to ensure competitiveness; recommend and participate in relevant surveys, prepare competitive benchmarking analysis and perform annual incumbent analysis.
- Manage and administer all compensation activities including, but not limited to new hire, transfer and promotion offer, annual compensation review process, corporate incentive plan and field incentive plans (in collaboration with Commercial Leadership).
- Manage and administer all health & welfare plans, retirement plans, and wellness program, including annual renewal process.
- Design a robust evaluation methodology for job evaluation and levelling; ensure accurate job descriptions are available for all positions and partnering with managers to appropriately identify GxP positions.
- Execute strategies to ensure effectiveness of recognition programs, including program promotion, interpretation and usage.
- Collaborate with HR team and line management to provide sound judgment and counsel on compensation, benefits, and leave of absence issues and practices.
- Design, coordinate and implement annual and on-going employee communications and programs to ensure employees continually understand and value their total rewards package.
- Lead and execute on HR systems projects to ensure efficient processes and to minimize redundancy in workload while facilitating a self-service work environment (ex: applicant tracking system, performance management).
- Support VP, HR and collaborate cross-functionally with Legal and Finance to ensure proper management of the Compensation Committee governance process.
- Responsible for leave administration; further develop and ensure all leave related documentation and communication strictly adhere to federal and state (FMLA, CFRA, PDL, ADA, etc.) laws and regulation.
- Design and develop quarterly workforce analytics reports for HR and Executive Committee.
- Conduct new hire orientation and exit interviews.
- Ensure compliance across various labor and employment areas including but not limited to EEO, AAP, FLSA, ERISA, ACA, HIPAA, federal and state statutes, etc. As required, lead employment related audits such as IRS, OFCCP.
- Maintain an up to date knowledge of legislation as well as market trends impacting compensation and benefits programs and best practices and be proactive in amending policies and programs.
- Manage focus area with emphasis on maintaining and driving effective internal controls (SOX 404 Compliance) and documenting policies and procedures.
KNOWLEDGE AND SKILL REQUIREMENTS:
- BA/BS or HR certification with 10 plus years relevant experience in compensation, benefits, HRIS and general HR practices; equivalent combination of degree and less experience may be considered.
- Degree or concentration in Human Resources preferred
- Demonstrated ability to evaluate, design and implement total rewards programs based on market assessment and business strategy
- Proven strong leadership skills including the ability to influence across all levels and functions of an organization
- Excellent interpersonal and communication skills including ability to tailor communications to match the level of the audience
- Strong collaboration and customer service skills
- Excellent project management skills
- Highly effective decision-making and judgment
- Extensive knowledge of Federal and California Labor Laws and practices
- Flexibility, adaptability and ability to function in a fast paced, changing environment
- Experienced in HR databases
- Experienced in Microsoft Office Suite with emphasis in Excel
WORKING CONDITIONS:
- PHYSICAL DEMANDS: While performing the duties of this job, the employee is required to stand, walk; sit; talk and hear. Specific vision abilities required by this job include close vision, distance vision, peripheral vision, depth perception and the ability to adjust focus.
- WORK ENVIRONMENT: The noise level in the work environment is usually moderate. Occasional travel may be required.
Rigel Pharmaceuticals, Inc. is an equal opportunity employer, and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, genetic information, national origin, protected veteran status, disability status, or any other characteristic protected by the law. | https://www.biospace.com/job/2184172/hr-operations-associate-director/ |
Strategies for Change outlines how to use social marketing strategies to influence change in the health programs in a building, district or community. Authors describe how to develop a strategy to influence district administrators, school board members, colleagues and parents. This step-by-step guide leads through the process for developing, establishing and conducting a successful behavior-changing plan. Chapters include: Establishing a Blueprint for Change; Clarify Roles, Responsibilities and Influence; Seeing Things from the Audience's Perspective; Crafting Your Message; Making the Most of Your Message; and Different Ways to Use Social Marketing in Schools. Worksheets are included to: Build the Framework to Pursue Your Goals; Identify Benefits and Barriers; Identify Target Audience Perceptions; Brainstorm Ways to Promote Your Message; and Develop an Effective Message.
Descriptors: Health Programs, Audiences, Marketing, Behavior Change, Boards of Education, Educational Strategies, School Districts, Administrators, Guides, Parents, Health Education, Health Personnel, Health Promotion, Social Environment, Persuasive Discourse, Communication Strategies, Change Strategies, Program Development
American School Health Association. 7263 State Route 43, P.O. Box 708, Kent, OH 44242. Tel: 330-678-1601; Fax: 330-678-4526; e-mail: [email protected]; Web site: http://www.ashaweb.org
Publication Type: Guides - Non-Classroom
Education Level: Elementary Secondary Education
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: American School Health Association, Kent, OH. | https://eric.ed.gov/?id=ED501914 |
Museums Events – Measuring Impact on Local eNvironment with Data analytics
This project aims to provide cultural and creative professionals (such as museums, and cultural events organisations), with a replicable methodology that combines cross-sectoral approaches and strategies to measure the economic and social impact of their activities in quantitative and qualitative terms.
The overall goal of the project is to develop the capacity to meet the demands of a changing, more diverse, increasingly digital and ageing society, accordingly to the new European agenda for Culture.
The project funded by Creative Europe mainly addresses the call’s objective “fostering innovative cross-sectoral approaches and tools to facilitate access, distribution, promotion and/or monetisation of culture and creativity, including cultural heritage”, providing cultural and creative organisations with a methodology aimed to make better business decisions on the basis of the measurement and analysis of their activities' impact, combining several data sources, and implementing Data/Computer Science to enrich the set of information, and Data Visualisation (mixing audio-visual and digital installation techniques).
The project will facilitate cultural and creative organisations to have more efficient impact measurement and to make benefits more evident towards public administrations (as they define cultural policies), potential public and private sponsors (as they manage economic investments) as well as the general audience (as it is relevant part of the cultural activities success).
It will take care to prototype and test, within two use cases, a dataset, ad hoc developed, combining heterogeneous data, indicators, and sources that will help other cultural and creative organisations to evaluate their impact and thus to investigate the effectiveness and sustainability of their multilevel strategies, trends, and practices in order to attract promoters, reinforce supporters, and enlarge and engage audiences.
The project members are:
- Fondazione Sistema Toscana (FST)
- Eesti Rahva Muuseum (ERM)
- University of Pisa (UNIPI)
- Byfacility SL (Domestic Data Streamers) (DDS)
ENCATC is an Associate Partner in this project.
MORE INFORMATION COMING SOON! | https://www.encatc.org/en/projects/past-transnational-cultural-projects/project-me-mind-2021-2022/ |
This course will provide you with a general survey of the nature significance of scope of marketing. It emphasizes customers (marketing analysis and strategy); business marketing decisions in promotion, distribution and pricing; and control of marketing programs. Course Outcomes: 1. Employ the basics of marketing, from identifying audience, market segments and value propositions, to product development and research, marketing strategies and advertising/public relations. 2. Recognize consumer behavior and demand and be able to prepare and execute a marketing solution. 3. Master business marketing tools necessary to execute a marketing plan for a client, including social media. 4. Identify trends and new developments in business and employ soft skills and marketing techniques to adapt to market demands. 5. Compile a portfolio of work that can be shared with colleagues, network connections and future clients and employers.
This course explores the basics of human resource management including selection and hiring, performance appraisal, compensation, staff planning and job analysis. This course also addresses current HR issues such as job search in a difficult economy, discrimination and harassment, workplace violence and on-the-job drug abuse. Course Outcomes: 1. Upon completion of the course, students will have working knowledge of the role and human resources in the management of a business organization. 2. Students will understand the basic functions of human resource management and how the HR department interacts with the organization and with the individual employee.
An analysis of the behavior of humans as actors in a variety or organizational contexts and cultures, including group, inter-group, and individual behavior. A cross cultural perspective of organizational behavior is also examined, including the concepts of time-management, work ethic, teamwork, and verbal and non-verbal communication. Course Outcomes: 1. Describe why managers and entrepreneurs require a knowledge of organizational behavior. 2. Describe characteristics of culture and resulting behavioral tendencies (especially as related to communication, teamwork and leadership, and conflict resolution). 3. Explain the foundations of individual behavior in diverse organizational and cultural settings. 4. Explain the foundations of group behavior in diverse organizational and cultural settings. 5. Discuss inter-group behavior. 6. Identify the rules of organizational design. 7. Describe organizational culture.
The course helps you identify information-bearing events, assess and improve process efficiency, learn to model and analyze business processes, recognize probabilistic components of business processes, and understand the interactions between human behavior and process design. Hands-on, case-based course work allows you to practice some of the principles addressed. You will demonstrate the ability to utilize business computer applications. Course Outcomes: Conceptualize business operations as processes. 1. Model simple business processes in terms of the actors and activity sequences involved, the data flowing through those sequences and the dependencies between data and business activities. 2. Recognize probabilistic components of business processes and assign distributions to these components. 3. Characterize business processes in terms of their key operations characteristics; e.g.,productivity, efficiency, service quality, sustainability, time and costs associated with waiting, material volume and service/product customization. 4. Formulate improvements to observed processes and estimate the effects of these improvements with the help of simulation. 5. Identify the role of information systems in business processes; e.g., recognize and specify where information technology can be applied; recognize the role of Enterprise Resource Planning (ERP) systems. 6. Recognize the interdependence of business processes within and across organizational boundaries.
This course covers processes and fundamentals of writing expository essays, including structure, organization and development, diction and style, revision and editing, and mechanics required for college-level writing. Course Outcomes: 1. Analyze the rhetorical needs (the needs of their audience in relationship to the assignment) for academically-oriented writing assignments requiring them to use a broad range of critical thinking strategies, particularly analysis and evaluation. 2. Apply appropriate levels of critical thinking strategies (knowledge, comprehension, application, analysis, synthesis, evaluation) in their written assignments. 3. Implement appropriate rhetorical elements and organization (introduction, thesis, development and support, definition, narration, comparison, conclusion, etc.) in their written assignments. 4. Locate, evaluate, and integrate high-quality information and opinion appropriate for college-level analytical and evaluation assignments. 5. Craft sentences and paragraphs that communicate their ideas clearly and effectively using words, sentence patterns, and writing conventions at a college level to make their writing clear, credible and persuasive.
Emphasis will be the logical means of supporting claims in argumentative essays, thesis statements, and reasoning; including logic, style, and research. Course Outcomes: 1. Analyze the rhetorical needs (the needs of their audience in relationship to the assignment) for college-level persuasive writing assignments. 2. Apply appropriate levels of critical thinking strategies (knowledge, comprehension, application, analysis, synthesis, evaluation) in their written assignments, with an emphasis on analysis and evaluation/persuasion. 3. Implement appropriate rhetorical elements and organization (introduction, thesis, development and support, counter-argument, conclusion, etc.) in their written assignments, with an emphasis on standard argument models, particularly the Toulmin model. 4. Locate, evaluate, and integrate high-quality information and opinion appropriate for college-level analysis and argument assignments. 5. Craft sentences and paragraphs that communicate their ideas clearly and effectively using words, sentence patterns, and writing conventions at a high college level to make their writing clear, credible, and persuasive.
This course covers topics dealing with financing a business, analysis of financial statements, working capital management, short-and long-term financial planning, budgeting and control. Course Outcomes: 1. Describe and interpret the four standard financial statements. 2. Describe the importance of current assets and liabilities. 3. Calculate and interpret standard business ratios including: current, inventory turnover, gross margin (profit), ROA, ROE, EPS, and A/R Days. 4. Discuss the difference between markup and margin. 5. Calculate break-even points and units needed to make profit levels. 6. Calculate working capital and estimate minimum cash reserves. 7. Track cash flows for an organization.
This course introduces the framework of the law as it affects a business, including the origins of the American legal system, how the law operates, and how it is enforced. It covers legal regulation of business, including civil and criminal law, formation of contracts, employment law, environmental regulation, real estate, and consumer rights. Course Outcomes: 1. Explain the origins of the American legal system. 2. Apply elements of law to specific individual and business scenarios. 3. Understand the requirements for a valid contract and apply those requirements to specific contractual activities. 4. Recognize the interconnectedness of the legal system to business, society, and the environment. 5. Explain the impact of the uniform commercial code, UCC, on the business environment.
This course focuses on the entrepreneurial phases associated with start-up and management of small business. This course will teach future entrepreneurs and managers to recognize opportunities and to use effective entrepreneurial and small business management practices. Course Outcomes: 1. List and discuss the characteristics of successful entrepreneurs. 2. Analyze new business opportunities that exist in the marketplace. 3. Evaluate the feasibility of pursuing an opportunity that you’ve recognized. 4. Develop a business plan that includes both conceptual and technical components. 5. Identify and discuss obstacles to entrepreneurial success. 6. Identify the resources and financing necessary to start an entrepreneurial venture. 7. Discuss organizational characteristics and best management practices for start-up companies. | http://libarchive.linnbenton.edu/catalog?f%5Bcreator_sim%5D%5B%5D=Linn+Benton+Virtual+College&locale=en&per_page=20&view=gallery |
Mission Statement:
The mission of the CSDE Talent Office is to develop and deploy talent management and human capital development strategies to districts and schools state-wide so that the most effective educators are in every school and classroom and all students are prepared for college, career and life.
Message from the Talent Office:
We know that as educators, you play a crucial role in the life of every child who enters your school. Effective teachers are critical to student success and the CT State Board of Education has prioritized making sure that every student is supported by effective teachers and leaders. Connecticut has extraordinary teachers who have the power to motivate and engage students in ways that change lives. Students in many schools across the state achieve at levels equal to the highest achieving nations in the world. Yet, we have many students who are falling further and further behind leading to one of the highest achievement gaps in the country. Teaching is demanding and requires skill that is perfected through years of practice.
In order for students to do their best, educators need the resources and support to enable their best. The CSDE Talent Office is committed to developing effective leaders and teachers through high-quality, job-embedded professional learning and ongoing support of continuous improvement for all educators.
The Talent Office addresses the full continuum of talent management & human capital development strategies, including:
- Educator Preparation
- Certification
- Teacher Education and Mentoring (TEAM)
- Educator Evaluation and Support
- Workforce Diversity
- Professional Learning
- Retention and Career Development
- Leadership Development, including LEAD Connecticut
Talent Office Strategic Goals for 2019-2020:
- Prepare, attract, and retain diverse, high-quality teachers and leaders to Connecticut’s highest-need content areas, schools, and school systems.
- 100% of Connecticut teacher and school/district leader preparation programs meet the new set of rigorous program and outcome standards.
- Ensure that high-quality, relevant support and mentorship is being provided to all participants in TEAM.
- Assist school districts to develop and implement a standards-based, high quality system for professional learning.
- Implement CSDE-approved systems to evaluate and support 100% of teachers and administrators.
CSDE Resource Guide for New Administrators (September 2018)
Talent Management Inventory for Local Educational Agencies (LEAs) - this inventory tool provides talent management strategies that LEAs may consider, as aligned to the full Talent Office continuum. | https://portal.ct.gov/SDE/Talent_Office/Talent-Office-home-page |
The United Nations has joined the growing chorus of people, organizations and activists denouncing government mass surveillance of citizens without cause and says that such programs are a violation of basic human rights.
The Social, Humanitarian, and Cultural – Third Committee of the United Nations General Assembly has adopted a draft resolution affirming that arbitrary surveillance and collection of personal information violate the universal human right to privacy and expression.
While the UN document does not call out any specific nations by name, it seems clear that resolution is a direct response to the United States’ and United Kingdom’s increasingly public spying operations.
The resolution is derived from and implements the recommendations of separate report by Frank LaRue, UN Special Rapporteur on Free Expression, made public earlier this year. LaRue’s report stated the following:
“Undue interference with individuals’ privacy can both directly and indirectly limit the free development and exchange of ideas…. An infringement upon one right can be both the cause and consequence of an infringement upon the other.”
The purpose of the resolution is essentially to reaffirm the human right to privacy despite the fact that emerging technologies make pervasive and boundless spying easier to undertake than ever before.
It also stresses “the importance of the full respect for the freedom to seek, receive and impart information, including the fundamental importance of access to information and democratic participation” while noting that the need to ensure national security is not justification for nations to scoff at international human rights laws.
Jillian York and Katitza Rodriguez, the directors for international freedom of expression and international rights, respectively, at the Electronic Frontier Foundation boiled the resolution down to the five following points:
- To respect and protect the right to privacy, including in the context of digital communication.
- To take measures to put an end to violations of those rights and to create the conditions to prevent such violations.
- To review their procedures, practices and legislation regarding the surveillance of communications, their interception and collection of personal data, including mass surveillance, interception and collection … by ensuring the full and effective implementation of all their obligations under international human rights law.
- To establish independent national oversight mechanisms capable of maintaining transparency and accountability for state surveillance of communications.
- Requests the United Nations High Commissioner for Human Rights to submit a report to the General Assembly on the protection of the right to privacy, including in the context of domestic and extraterritorial surveillance and/or interception of digital communications and collection of personal data, including on a mass scale.
“While we see this as a small victory for privacy, we must note that the resolution was weakened by the United States and its allies who stripped out a sentence that explicitly defined mass surveillance as a violation of human rights,” wrote York and Rodriguez. “The US also tried (and failed) to remove any suggestion that privacy protestations apply extraterritorially. The final text of the draft resolution noted that states have only ‘deep concerns’ with the ‘negative impacts’ of surveillance and collection of personal data, at home and abroad, when carried out on a mass scale.”
The digital advocacy group went on to call the draft important for restating the already accepted international legal precedent that any state conducting surveillance outside its own borders remains bound to upholding the right to privacy for everyone. | https://threatpost.com/un-mass-surveillance-violates-universal-human-rights/103070/ |
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