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Werqwise Stands for Justice and Equality
Werqwise stands unwaveringly behind protestors fighting injustice and their response to the recent murders of George Floyd, Breonna Taylor, Ahmaud Arbery, and countless others. We stand in solidarity with the Black community in the San Francisco Bay Area, as well as the larger Black community in the United States, and around the world.
As recent immigrants to this country, we have taken this moment in history as an opportunity to educate ourselves on the Black experience in America and the systematic oppression this community faces every day, the full impact of which we will never truly understand.
At Werqwise, we endeavor every day to create an inclusive, diverse community of business professionals where everyone is heard and treated with respect. We believe in a world where people are judged by their words and actions, not by the color of their skin.
We acknowledge that there is still much to learn, as a community and individuals, on what it means to be an ally for the Black community and how to promote anti-racism in our business practices. To this end, we are assembling a diversity task force of BIPOC business professionals and allies to help our organization uncover blind spots, acting as thought partners in collaboration, facilitating expansive and generative conversations on how we can drive change and make our product more accessible to marginalized communities. We’re excited to see the impact this anti-racist work will have on our community in the near future.
We stand for equality and justice. We stand with the Black community not only through words but through action. In order to gain as many perspectives as possible, we are inviting anyone interested in promoting diversity in our community to come forward and join our diversity task force. We are united in this together, and we can only drive positive change by working together.
If you have any other questions, comments, or concerns, do not hesitate to reach out.
Best, | https://werqwise.com/werqwise-stands-for-justice-and-equality/ |
International Women’s Day, 8th of March 2023, Theme: “DigitALL: Innovation and technology for gender equality”
Since the formation of societies, communities and the familial structure, women have played key roles in homes, families and the society at large. Yet immense and endemic challenges are still faced by women including poor recognition of their efforts and many forms of violence and suffering meted upon them by society. To address this systemic adversity, various women's groups centred on equality and civil rights were formed in Europe and North America in the late-nineteenth and early twentieth century. However, International Women's Day (IWD) only became a mainstream global holiday following its adoption by the United Nations in 1977. Since then, the 8th of March was adopted as the global day to celebrate women across the world and to champion the immense strides women have made in the areas of the social, economic, cultural, and political fields. It also serves as a call to action for gender equality and women's rights across the globe.
The theme for this year's International Women’s Day, 8 March 2023 is, “DigitALL: Innovation and technology for gender equality”. The 2023 International Women's Day in Nigeria is an opportunity to celebrate the achievements of women, raise awareness on gender equality, and promote women's empowerment through innovation and technology. This is enacted by providing opportunities for women to showcase their skills, network with other women, and access healthcare and education that will empower them for a greater future that gives them a voice in their various communities and across Nigeria. This event will be celebrated in selected schools and healthcare facilities in the Federal Capital Territory, Abuja, Kwara, Lagos States, Osun, Cross Rivers, Sokoto and Kano where the Wellbeing Foundation is currently implementing various programs that empower women and promote gender equality.
The Role of The Wellbeing Foundation Africa in Promoting Gender Equality through Innovation and Technology
The Wellbeing Foundation Africa (WBFA) has been at the forefront of promoting gender equality and the well-being of the most vulnerable women across various states in Nigeria. Since its establishment by the Founder and President Her Excellency Toyin Ojora Saraki in 2004, the Foundation has been active in implementing various programs that mainstream gender in addition to specific gender-based projects that empower women and the right of the girl child. These include:
Establishment of Mamacare 360 WhatsApp Groups: The Foundation has been active in building knowledge and capacity of women of reproductive age (15 – 49years) on various subjects including health, water, sanitation and hygiene as well as women empowerment on various skills that will give them a means of livelihood and empower them to take care of themselves, support households and have a voice in their respective communities. As of March 2023, the Foundation was able to have a Mamacare WhatsApp platform with a total of 5,066 active participants and 21 groups across seven states in Nigeria. These WhatsApp groups which operates on almost a 24-hour basis give women of reproductive age the opportunity to freely ask questions related to their health and other issues with dedicated experts (WBFA Nurses, Midwives and Doctors) who swiftly address their queries. The groups also give platforms to educate women on the need for them to be empowered and therefore have a voice in their homes, community and society at large.
Building a Future Generation of Women with Resilience through Personal, Social and Health Education (PSHE): The Wellbeing Foundation Africa regularly conducts sensitization activity in selected schools across Nigeria in partnership with the Universal Basic Education Board (UBEB). Through the Foundation’s Teens Tuesdays, regular education and campaigns that address the needs of adolescent girls are carried out. During this period, the WBFA frontline workers counsel these vulnerable groups on gender equality, healthy eating and exercise as effective means to stay healthy as well as gender equality and prevention of gender-based violence across various schools in Kwara, Lagos, Cross River, Osun States and the FCT. Through these frontline interventions, our Teen Counsellors have reached over 10,000 teenagers and have successfully established student clubs within schools to ensure the transfer of knowledge and sustainability of training and education they receive from WBFA experts.
Advocacy: One of the core tenets through which The Wellbeing Foundation Africa ensures gender equality through innovations and technology is via the writing of an advocacy piece, and sharing this information through various social media handles and government agencies. Her Excellency Toyin Saraki is a national and global advocate for the girl child and women's empowerment and with the experts in the Foundation, have scaled up various gender equality programs that address the challenges faced by most vulnerable women in Nigeria and Africa. The Foundation has transformed the education of the girl child in Nigeria and promoted investments into education in Kwara State, Lagos, Abuja and other states in Nigeria. Furthermore, the Foundation since its inception implements health, water, sanitation and hygiene, nutrition, food security and livelihood programs that mainstream gender. During these programs, the capacity of women is built and they thereafter contribute greatly in building the capacity of other women across Nigeria and therefore promoting gender equality in the society.
Writing of Educational Books and Articles: Wellbeing Foundation Africa has written several books and articles that promote gender equality, and health education for children, adolescents, adults and the elderly in Nigeria and across Africa. These books which are evidenced based and consist of the Mamacare 360 handbook for health educating mothers during pregnancy to empower them with the knowledge needed for an improved pregnancy outcome. Another key educational material that targets adolescents is the PSHE handbook which addresses the various challenges the adolescent girls and female gender generally face and how to overcome them.
The Foundation has invested its resources, time and capacity to build a stronger programmatic, operational and advocacy framework that ensures gender equality through innovation and technology. As we celebrate this year's Women's International Day, we continue to support and embolden individuals, government and healthcare sector to deploy all innovative approaches and technology needed to give women a voice in Nigeria and across the globe. This includes women's participation and inclusion in elective positions, the growth of female leadership in the health and private sector and stronger representation on decision-making tables across the nation, Africa and the globe
We will like to state that "When you empower a woman, you empower a nation" hence the urgent need to address gender inequality and equity which has thus far limited the contribution of women in society and strengthened their impact through innovation and technology. | https://wbfafrica.org/blog-node/international-women%E2%80%99s-day-8th-march-2023-theme-%E2%80%9Cdigitall-innovation-and-technology-gender |
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Background
|UN Women, grounded in the vision of equality enshrined in the Charter of the United Nations, works for the elimination of discrimination against women and girls, the empowerment of women, and the achievement of equality between women and men as partners and beneficiaries of development, human rights, humanitarian action and peace and security. Placing women’s rights at the center of all its efforts, UN Women will lead and coordinate the United Nations system efforts to ensure that commitments on gender equality and gender mainstreaming translate into action throughout the world. It will provide strong and coherent leadership in support of Member State’s priorities and efforts, building effective partnerships with civil society and other relevant actors.
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The role of the Regional Office (RO) is threefold:
The Regional Director reports to the Director of the Programme Division, who provides overall strategic direction and supervision. The Regional Director is responsible for leading and managing the Regional Office and for providing leadership and managerial oversight in the region on the direction, strategic design and planning of UN Women regional initiatives, as well as contribution to and integration of UN Women interventions in the broader UN development framework and reform. S/he is also responsible for providing managerial support, guidance and oversight of the Regional Office and Country Offices (CO) programme implementation and operations (financial, human resources and administrative), and for political advocacy, strategic partnership, resource mobilization and representation activities to promote UN Women goals, competencies, interests and objectives.
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Duties and Responsibilities
|Summary of Key Functions:
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Responsibilities:
Strategic Program Development, Policy and Normative Support:
Oversight, Program and Operational Support and Quality Assurance:
Managerial Leadership and Direction:
UN Inter-Agency Coordination and Intergovernmental Support:
Representation and Advocacy:
Strategic Partnerships and Resource Mobilization:
Impact of Results:
The effective leadership and management by the Regional Director of the Regional Office and all services provided by the Regional Office directly impact on the achievement of program results, on the overall effectiveness of UN Women’s presence at the regional and field level and consequently the visibility and image of UN Women as an effective leader on gender equality and women’s rights and empowerment.
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Competencies
|Core values and Guiding Principles:
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Integrity:
Professionalism:
Cultural sensitivity and valuing diversity:
Core Competencies:
Ethics and Values:
Organizational Awareness:
Development and Innovation:
Work in teams:
Communication and Information Sharing:
Self-management and Emotional Intelligence:
Conflict Management:
Continuous Learning and Knowledge Sharing:
Appropriate and Transparent Decision Making:
Functional Competencies:
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Required Skills and Experience
|Education:
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Experience:
Language:
Note:
In July 2010, the United Nations General Assembly created UN Women, the United Nations Entity for Gender Equality and the Empowerment of Women. The creation of UN Women came about as part of the UN reform agenda, bringing together resources and mandates for greater impact. It merges and builds on the important work of four previously distinct parts of the UN system (DAW, OSAGI, INSTRAW and UNIFEM), which focused exclusively on gender equality and women’s empowerment.
All applications must include (as an attachment) the completed UN Women Personal History form (P-11) which can be downloaded from http://www.unwomen.org/about-us/employment.
Please group all your documents into one (1) single PDF document as the system only allows to upload maximum one document. Applications without the completed UN Women P-11 form will be treated as incomplete and will not be considered for further assessment.
|Click here for important information for US Permanent Residents (‘Green Card’ holders).|
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UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence. | https://mtkenyatimes.co.ke/un-women-director-east-and-southern-africa-regional-office/ |
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Association for Community Living of Boulder
Data Provided By
Mile High United Way - MHUW
General Information
Description of Program
Provides culturally competent advocacy to people with intellectual disabilities (IDD) across their lifespan, across all systems, as individuals and as whole families in the following ways, by:
- Amplifying the voices of people with IDD and their families
- Not speaking for people
- Teaching people to advocate for themselves
- Speaking on behalf of people who are too vulnerable to speak for themselves
- Bridging between systems and people with IDD
- Providing integrated and independent advocacy across systems and across the lifespan
- Educating the community through training, modelling conversation and collaboration
Location
Boulder County
Geographic Area
Boulder, Broomfield counties
Facility/ADA Access
Yes
Intake Procedure
Call for more information.
Client Information
Languages Spoken
English, Spanish
Eligibility
People with IDD and their families
Availability
Hours of Operation
Monday - Friday, 9 a.m. - 5 p.m.
Contact Information
Contact's Phone
(303) 527-0888
Physical Site Address 1
2770 Dagney Way
Physical Site City, State, Zip
Lafayette, CO 80026
Main Phone
(303) 527-0888
Web Address
www.aclboulder.org
Additional Information
Source
MHUW
Affiliated Agency and Services
Affiliated Agency:
Association for Community Living of Boulder
This Program:
Association for Community Living of Boulder
Affiliated Services:
Advocacy Services for Individuals with Intellectual Disabilities - Association for Community Living of Boulder
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©2020 VisionLink, Inc. | http://211uwaylc.communityos.org/zf/profile/program/id/890821 |
As a land-grant university, NC State is committed to providing students hands-on, highly-engaged learning opportunities AND to providing research that is of direct, practical use to the fields we work in. Philanthropy Journal proudly presents this series of evidence-based resource articles developed by Dr. Amanda J. Stewart‘s masters level Management of Nonprofit Organizations class. These articles represent a perfect overlap of engaged learning and practical research.
Advocacy is essential for changing policies. Since the nonprofit sector is known for addressing unmet needs in failing systems, organizations often push for changes in policies that can put an end to the causes behind discrimination and inequality. In using their numbers, it is strategic for nonprofits to focus on empowering their stakeholders as advocates for their mission. While advocacy works to improve the system to the benefit of individuals, it is a long-term approach to problem solving, requiring a sustained effort with strong representatives.
The focus on immigration has continued to grow across the nation. Members of minority communities, especially those that have fled to the United States illegally, are faced with fear, uncertainty, and unaddressed concern as their rights are unclear. Hispanics and Latinos make up 27% of the country’s population, and the Census Bureau expects more than half of the nation’s children will be part of the minority race by 2020¹. As our country’s makeup evolves, it is crucial that our citizens, including Hispanics and Latinos, are given the opportunities and support to succeed.
El Centro Hispano, located in Durham, NC and Carborro, NC with programs directed towards the empowerment of Hispanics and Latinos, understands the importance of supporting these communities. As the Executive Director, Pilar Rocha-Goldberg, has initiated a shift in their strategic plan and mission to focus on the power of advocacy². Specifically, El Centro has shown that education, self-awareness and collaboration are priorities when it comes to empowering members to use their voices as stakeholders of the nonprofit.
How can your nonprofit empower its members to advocate for the mission? Let’s take a look at El Centro’s advocacy model.
1. Start a discussion on strengths and needs.
Speaking out for equality and justice can be very emotional and far from easy, or else related issues would not exist. Before advocating, it is important to discuss the organization’s goals and needs. Stakeholders need to have an idea of what they’re standing for and how their strengths can contribute to obtaining those goals. Immediately following the 2016 elections, El Centro Hispano organized various opportunities for members and stakeholders to meet and share their concerns while discussing the next steps in making change for their community’s empowerment.
2. Communication – stakeholder and expert collaboration.
Many researchers and studies show that collaboration is the force behind success³. Bringing nonprofit stakeholders and community experts together is the best way to address concerns and issues as they can exchange personal experience and professional knowledge in relation to the organization’s goals³. Together these groups put obstacles on the table and together they are able to discuss the process of action for achievement. From lawyers, to families, to law enforcement and health professionals, El Centro brings those involved in immigration from all corners to discuss the obstacles and realities one might face as an advocate.
3. Educate stakeholders – know your rights.
In order for stakeholders to advocate for themselves through a nonprofit’s mission, they must be empowered through education⁴. In other words, it would be quite difficult to stand for something not knowing the elements and environment of that which is being advocated. Through workshops and meetings with law enforcement and legal officers associated with immigration, El Centro equips their advocates-to-be by educating them on their rights and realities, possible obstacles, and how to be prepared for the worst-case scenarios.
4. Encourage stakeholders to use their personal stories.
The most impactful way to encourage understanding of a nonprofit’s goals is to give meaning to the mission on a personal level. Each member of a nonprofit should have a way to connect with its mission, an experience that brings the mission alive when explaining it to outsiders and opposition – the “why” for their purpose and programs². For the Hispanic and Latino communities directly impacted by these national political changes, their first-hand experience as a minority in the United States is powerful beyond measure in relaying the importance of the mission they are representing. El Centro offers opportunities in meetings, conferences, and interactions with politicians for stakeholders to illustrate their personal stories and speak about how the nonprofit’s mission directly impacts them.
5. Give advocates options.
As mentioned, nonprofits are often involved in changing systems to address inequities and issues. As organizations with an existence based on making changes, research has shown that nonprofits are most effective in getting citizens to engage in public policy⁵. Because of this, it is important to provide different avenues in which they can participate as advocates. For example, El Centro Hispano gives members the opportunity to represent their organization at meetings, conferences, and events. For others, there are alliances and coalitions, which consist of many different organizations and individuals using resources to address the same issue. This allows members to advocate on a larger scale, connecting with others throughout the nation or worldwide.
With strong, educated and diverse advocates, nonprofits can create an action and voice behind their mission. Since El Centro has implemented this advocacy model, they’ve combatted many local policies towards immigrants, including the successful elimination of checkpoints intended to “capture” minorities without formal identification. Another benefit of building advocates, is it allows the organization’s staff and management to focus on day-to-day work while stakeholders represent the nonprofit at advocacy events². Using the steps and model above, nonprofits can transform passion and hopes into successful campaigns by creating a greater engagement of citizens and stakeholders in advocate-leadership roles.
- McConnell, Eileen Diaz, and Edward A. Delgado-Romero. “Latino Panethnicity: Reality or Methodological Construction?” Sociological Focus, vol. 37, no. 4, 2004, pp. 297-312.
- Executive Director of El Centro Hispano interviewed by Adam Byrd and Aslyn Rau for information on advocacy.
- Boris, Elizabeth T., and Jeff Krehely. “Civic participation and advocacy.” The state of nonprofit America (2002): 299-330.
- Leroux, KELLY, and Holly T. Goerdel. “Political Advocacy by Nonprofit Organizations: A Strategic Management Explanation.” Public Performance & Management Review, vol. 32, no. 4, 2009, pp. 514–536.
- Berry, Jeffrey M. “Nonprofits and Civic Engagement.” Public Administration Review, vol. 65, no. 5, 2005, pp. 568–578.
Aslyn Rau is a California beach native, who moved to North Carolina for the mountains and a different way of life. When not working with Mechanical and Aerospace Engineer undergraduates at NC State, she enjoys coordinating events and supporting Meals on Wheels of Wake County as the co-chair for the Young Professionals Board. She is an avid bike rider and plant whisperer. She lives in Raleigh with her partner and dog.
Adam Byrd is a soon to be graduate from NC State’s MPA program. He lives in Raleigh with his wife. Currently working in healthcare, he hopes to one day get into City Management. He has an interest in connecting Local Governments with Nonprofits to improve services offered to citizens. | https://pj.news.chass.ncsu.edu/2017/11/20/empowering-stakeholders-with-a-voice-for-advocacy/ |
Equality is ensuring individuals or groups of individuals are not treated differently or less favourably, on the basis of their specific protected characteristic, including areas of race, gender, disability, religion or belief, sexual orientation and age.
Race
York Racial Equality Network (YREN)
YREN:
- Are Inclusive, diverse and believe in Equality
- Enable Black and Minority Ethnic voices to be better heard in York
- Encourage Friendship and Harmony amongst people of all cultures and make our events inclusive for everyone
- YREN's programmes and events are developed jointly with our members and we listen to their lived experiences
- Aim to improve access to appropriate services and support
- Will be a Hate Crime Reporting Centre in the New Year.
York Travellers Trust
York Travellers Trust provides support and advice to the Gypsy and Traveller community.
Friends, Families and Travellers
Friends, Families and Travellers (FFT) is a national charity that works on behalf of all Gypsies and Travellers regardless of ethnicity, culture or background; they provide advice and support for Gypsies and Travellers, families and communities
Gender
Kyra Women's Project
Kyra Women’s Project began is a support centre for women, run by women, providing encouragement, companionship, information, training, and importantly, a sense of belonging.
Kyra supports women to help overcome challenges and make change in their lives. It acts as a support group to prevent a relapse in behaviour and develop new habits.
For more information as to why Kyra started and what they do please visit the Kyra website.
York Women's Forum
York Women’s Forum was founded in 2018 and is a new and developing network which aims to
- Provide a vehicle for women to share ideas, knowledge and experiences and identify issues for action
- Promote gender equality and non-discrimination in York
- Encourage women to take part in our democracy
You can sign up here.
Disability
York Disability Rights Forum
York Disability Rights Forum is led by disabled people and works to promote equal access to human rights for all those with disabilities who live or work in York.
The Forum aims to be a collective voice, to raise awareness of issues affecting disabled people in York and create positive changes.
York People First
York People First is an independent self advocacy group whose aim is
- To help people with a learning disability to speak up
- To teach the community about the rights, the abilities and the strengths of people with a learning disability
- To provide training to students, staff and members of the community who work with people who have learning disabilities
- To represent people with learning disabilities in York and the surrounding area at local, regional, national and government level
- To build peoples confidence and create future leaders
Equality Advisory Service
Equality Advisory Service offers information and guidance on discrimination and human rights issues. The service is free and accessible by phone, email, fax, post, video link for those who wish use BSL and offers advocacy services for those experiencing mental ill health and those with learning disabilities.
York Mind
York Mind is an independent local mental health charity which aims to empower individuals experiencing mental ill health to start on the pathway to recovery. They believe that the condition should never define the person and consequently our recovery model encompasses every aspect of our clients’ lives: personal, social and professional.
Religion or belief
York Interfaith
York Interfaith aims to contribute to the promotion of mutual respect and understanding between faith communities and aim to respond to the new & changing ethnic and faith mix of population in York. York Interfaith has been accepted as a member by the National Interfaith Network.
One Voice
One Voice York is the umbrella organisation of those churches in York who cooperate together in prayer and mission.
One Voice has no membership, just a handful of trustees, but have become a large network of Church leaders, and leaders of associated ministries, across the denominations and traditions.
One Voice facilitates the building of relationships between Christian leaders and ministries within the city, and is the conduit between the church and civic authorities.
One Voice organises events and ministries in the city, branding some to let everyone know that they are open to all.
Sexual Orientation
- To promote equality and diversity for the public benefit by:
- To promote social inclusion for the public benefit
- To further any other purpose which is charitable according to the law of England and Wales for the public benefit as the trustees see fit from time to time.
The Forum actively promotes awareness and understanding of LGBT people’s needs to enable full participation in society and works with many others to reduce the fear of crime and bullying, particularly in schools. It also encourages greater participation in the prevention and detection of homophobic, transphobic and biphobic discrimination.
Free to be Me is a training programme the York LGBT Forum developed. They currently have two training programmes Free to be Me in Care and Free to be Me in the Workplace.
Transgender Gym
Be You Gym aims to create opportunities for members of the LGBTQ+ community to exercise in a welcome environment.
Age
Older Citizen Advocacy York
Older Citizen Advocacy York (OCAY) has been an independent charity in York since 2002, funded primarily by the Big Lottery as well as a number of smaller grants, donations and fundraising.
They aim to help people have their voices heard, through advocacy. They have upwards of 20 committed and skilled volunteers, including volunteer advocates, fundraisers and trustees, and a team of 4 dedicated part-time staff.
The majority of our advocacy is delivered through volunteers, supported by staff with qualifications in advocacy. They offer ongoing training and development for all volunteers and staff.
Age UK
Age UK York aims to improve later life for everyone through their information and advice, services, campaigns, products, training and research.
YorOK
YorOK supports children, young people, parents and carers, and anyone who looks after or works with children and young people in York
Ageing Without Children (AWOC)
AWOC is a group for all those who have never been able to have children, whose children have died or moved away, who never wanted children, who are estranged from their children. For details of when they meet please go to the Community Activities directory.
Human Rights
A Human Rights City is one that seeks to engage with people’s real concerns by using a human rights framework to address local, everyday priorities -such as the right to good quality education, housing, health and standard of living for all its residents, without discrimination.
In doing so, its vision is to integrate human rights into policy, practice and local life, highlighting positive stories as well as areas needing improvement.
You can pledge your support on their website and also subscribe to receive a weekly email of human rights related events in the city. | https://www.livewellyork.co.uk/information-and-advice/health-and-wellbeing/equality-services/ |
Occupational Groups:
- Project and Programme Management
- Managerial positions
- Development Cooperation and Sustainable Development Goals
- Closing Date: 2020-01-28
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Background
Under the overall guidance of the Team Leader of the China South-South Facility (CSSF), the Programme Coordination Officer ensures effective delivery of projects and initiatives of the South South Cooperation Assistance Fund (SSCAF), disaster management and related portfolio under the CSSF.
The Programme Coordination Officer works in close collaboration with colleagues in the CSSF and others under the Global Partnership Cluster (GPC) along with other programme and operations personnel at the China Country Office, and UNDP HQ and Regional Bureau as required to exchange information and support programme delivery.
Duties and Responsibilities
Summary of Key Functions:
- Support to management of South-South Cooperation Assistance Fund (SSCAF) projects
- Administrative support to CSSF
- Support to resource mobilization
- Facilitation of knowledge building and knowledge sharing
1. Provides effective support to management of the SSCAF programme focusing on the achievement of the following results:
- Provide implementation support towards SSCAF projects and proposals. This support is inclusive of all stages of the project covering its preparatory and inception-phase through to start up and implementation.
- Collection of information for preparation of SSCAF proposals design, draft project documents, work plans, budgets, proposals on implementation arrangements.
- Provision of guidance to UNDP COs on routine implementation requirements of SSCAF projects.
- Revision and submission of SSCAF proposals.
- Coordinating with UNDP COs and all responsible parties to ensure high quality and compliance of SSCAF proposals, annual work plans, annual and quarterly progress reports as well as other reports as per project requirements.
- Support the team in quality assurance of the outputs and activities of projects including field-based monitoring and support.
2. Provides administrative support to CSSF as well as the GPC focusing on achievement of the following results:
- Provide logistics support for missions, events and project related workshops.
- Assist in programme financial procedures, legal documents and other operational workflows.
- Maintain good communication with knowledge management platforms, as well as other internal and external counterparts at the working level.
- Assist in systematically collecting and documenting feedbacks and other relevant information as evidence for results achieved, maintaining the timeliness and accuracy of a change log of the project as part of the project monitoring and evaluation system.
- Provide other daily administrative support as required.
- Drafting briefing notes, talking points, speeches, articles and other contents as necessary and as required, in line with corporate and programme strategy
- Presentation of background information for formulation of new projects within the GPC, including draft project documents, work plans, budgets, and proposals on implementation arrangements.
- Support resource mobilization efforts as needed in consultation with the management
3. Supports resource mobilization focusing on achievement of the following results:
- Track and reporting on mobilized resources.
- Review of contributions agreement, managing contributions in Atlas.
- Support the team in exploring potential new partnership including local governments, NGOs and private sectors
4. Ensures facilitation of knowledge building and knowledge sharing focusing on achievement of the following results:
- Organization of trainings for the operations/ projects staff on south-south cooperation programme.
- Synthesis of lessons learnt and best practices in south-south cooperation programme.
- Sound contributions to knowledge networks and communities of practice.
- Facilitate knowledge sharing initiatives with partners and stakeholders via a variety of innovative means and approaches to share, communicate and promote south-south cooperation knowledge products to wider audience.
- Other relevant responsibilities as assigned by team leader.
The key results have an impact on the overall performance of the Programme Unit and success in implementation of programme strategies. Accurate analysis, data entry and presentation of information ensure proper programme implementation.
Competencies
Functional Competencies:
Advocacy/Advancing A Policy-Oriented Agenda
Level 1.1: Support the preparation of information for advocacy
Identifies relevant information for advocacy for a variety of audiences
Results-Based Programme Development and Management
Level 1.1: Contributing to results through provision of information
Provides information and documentation on specific stages of projects/programme implementation
Provides background information to identify opportunities for project development and helps drafting proposals
Building Strategic Partnerships
Level 1.1: Maintaining information and databases
Analyzes general information and selects materials in support of partnership building initiatives
Maintains databases of donor information
Tracks and reports on mobilized resources
Innovation and Marketing New Approaches
Level 1.1: Implementing processes and uses products
Documents and tracks innovative strategies/best practices/new approaches
Responds positively to new approaches
Resource Mobilization (Field Duty Stations)
Level 1.1: Providing information for resource mobilization strategies
Maintains information/databases on potential and actual donors
Maintains database of project files
Provides data and information needed for preparation of project documents
Promoting Organizational Learning and Knowledge Sharing
Level 1.1: Basic research and analysis
Researches best practices and poses new, more effective ways of doing things
Job Knowledge/Technical Expertise
Level 1.1: Fundamental knowledge of processes, methods and procedures
Understands the main processes and methods of work regarding to the position
Possesses basic knowledge of organizational policies and procedures relating to the position and applies them consistently in work tasks
Strives to keep job knowledge up-to-date through self-directed study and other means of learning
Demonstrates good knowledge of information technology and applies it in work assignments
Demonstrates in-depth understanding and knowledge of the current guidelines and project management tools, and utilizes these regularly in work assignments
Global Leadership and Advocacy for UNDP’s Goals
Level 1.1: Research and analysis
Identifies relevant information for advocacy for UNDP’s goals for a variety of audiences
Client Orientation
Level 1.1: Maintains effective client relationships
Reports to internal and external clients in a timely and appropriate fashion
Organizes and prioritizes work schedule to meet client needs and deadlines
Responds to client needs promptly
Core Competencies:
Demonstrating/safeguarding ethics and integrity
Demonstrate corporate knowledge and sound judgment
Self-development, initiative-taking
Acting as a team player and facilitating team work
Facilitating and encouraging open communication in the team, communicating effectively
Creating synergies through self-control
Managing conflict
Learning and sharing knowledge and encourage the learning of others. Promoting learning and knowledge management/sharing is the responsibility of each staff member.
Informed and transparent decision making
Prince2 training and certification, RMG
Required Skills and Experience
Education:
University Degree in Public Administration, Political Sciences and Social Science would be desirable, but it is not a requirement.
Experience:
3 years of progressively responsible administrative or programme experience is required at the national or international level. Experience in the usage of computers and office software packages (MS Word, Excel, etc) and advance knowledge of spreadsheet and database packages, experience in handling of web based management systems.
Language Requirements: | https://www.impactpool.org/jobs/567374 |
The INEE website has moved to inee.org. You are currently viewing the static archive of the former INEE website, established in May 2019.
INEE serves its members through community building, convening diverse stakeholders, knowledge management, advocating and amplifying ideas and knowledge, facilitating collective action, and providing members with the resources and support they need to carry out their work on education in emergencies. INEE is shaped by these functions; all of its work can be classified by one or more of these functions.
INEE functions to promote and sustain the values of the individuals and groups within the INEE membership and to build ties between members to promote an inclusive mutually supportive EiE community by encouraging substantive and diverse participation, collaboration, and communication.
The network functions as a bridge between individuals and groups that may not normally interact, bringing together stakeholders across various domains to foster dialogue, influence positive change in policy and practice, advance research to build the evidence, and support the establishment of partnerships to address common challenges and work towards shared solutions.
The network functions to acquire, filter, organize, synthesize, and disseminate information and knowledge that is relevant to the members and serves to strengthen individual and institutional capacities.
The network functions to elevate the voices of the membership and help take new, little-known, or little-understood ideas and make them public, give them weight, and make them understandable.
The network functions to enable collective action by the membership and to help members carry out their activities more efficiently and effectively.
The network offers services to meet member demands and supports the mobilization and rationalization of resources that help members to carry out their activities. The network exists to support members’ work and respond to their demands.
Standards and Tools
In order to achieve a minimum level of educational access and quality in emergencies, as well as to ensure the accountability of the workers who provide these services, INEE facilitated a highly consultative process to develop the INEE Minimum Standards for Education: Preparedness, Response, Recovery.
The INEE Minimum Standards are designed for use in emergency preparedness, response, and recovery and in humanitarian advocacy. They are applicable in a wide range of situations, including natural disasters and armed conflicts. The standards give guidance on how to prepare for and respond to acute emergencies in ways that reduce risk, improve future preparedness and lay a foundation for quality education. They provide flexibility in responding to needs at the most important level – the community – while providing a harmonized framework to coordinate the educational activities of national governments, other authorities, funding agencies, and national and international agencies. The INEE Minimum Standards are companion standards to the Sphere Project Minimum Standards in Humanitarian Response.
In addition to the INEE Minimum Standards, INEE has developed myriad other tools and guidance documents, including the following:
All of these tools and many more can be found in the INEE Toolkit.
Annual Reports
To read more about the work of INEE, click the dates below to download INEE's annual reports from the past few years. For hardcopies of any of these reports (max 10), please send your name, address, and phone number to [email protected]
For the hyperlinks in these reports to work properly, ensure that you have the latest version of Adobe Reader (free download).
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For more information about the INEE network, please read the list of Frequently Asked Questions (FAQs). | https://archive.ineesite.org/en/what-we-do |
To create and establish a Race Equalities Council.
Promote and provide the education of Black History and awareness in Education (including HE), community and workplace settings.
Provide equality, diversity and anti-racism training to upskill governors, managers and the work force to increase awareness.
To help embed a culture of zero tolerance to racism in Cornwall.
Support and encourage celebration of BAME Culture in Cornwall.
To work in partnership with organisations (e.g. The Council, The
Police, Citizens Advice, NHS, Mental Health and other key partnerships) to ensure a visible, fair and appropriate representation of BAME residents throughout Cornwall.
To support and challenge the strategic direction of the local authority, regarding BAME inequalities and activities.
To challenge injustice and racial bias within the judicial system.
To Support Health and Social Care, community and wellbeing projects.
To facilitate BAME businesses, employment and enterprises within Cornwall.
Following the global rise of the Black Lives Matter movement in 2020 the black community in Cornwall felt empowered enough to begin raising their voices to bring much needed change and drive to bringing about an actively anti - racist County. Challenging authorities, institutes and organisations across all sectors, as well as holding them to account, is a vital step towards achieving our Key Aims. Developing effective partnerships and reviving the Race Equalities Council are also crutial initiatives we look to achieve.
Our three tier affiliation system allows organisations and members of our community to support us in a number of ways. Black Voices Cornwall currently offers four Executive Director positions at tier one which are currently held by Beresford Lee, Abi Hutchinson, Marcus Alleyne and Helen Hutchinson.
Tier two offers membership to individuals and organisations from the public, private and voluntary sectors.
Tier three offers membership to the local and wider community in Cornwall and a number of individuals who offer continued support in our fight against racism. | https://blackvoicescornwall.org/about-us |
Beware of Job Scammers!
Please Never Pay Money To Get A Job!
Beware of Job Scammers!
Please Never Pay Money To Get A Job!
|AJIRALEO|
Jobs in Tanzania: Communications Consultant Job Vacancy Dar es salaam at UN Women | Deadline: 22nd October 2018
NAFASI ZA KAZI / AJIRA TANZANIACommunications Consultant
Location : Dar es Salaam, TANZANIA
Application Deadline : 22-Oct-18 (Midnight New York, USA)
Additional Category : Gender Equality
Type of Contract : Individual Contract
Post Level : International Consultant
Languages Required : English
Starting Date: (date when the selected candidate is expected to start) 25-Oct-2018
Duration of Initial Contract : 6 Months
Expected Duration of Assignment : 6 Months
Duties and Responsibilities
Key Functions:
Plan and design communication and outreach/advocacy strategies and plans
• Develop and implement work plan on the communications and media
• Develop a communication strategy for the Country Office, in respective to the regional and global strategies;
• Integrate communication, advocacy and outreach strategies into proposals for project/programmes and other initiatives, as requested;
• Monitor and analyze print and social media and draft reports;
• Focal point for event management of campaigns such as HeForShe, UNiTE to End Violence against Women and 16 days of Activism, International Women’s Day, through innovative programs, grassroots advocacy, coordinating with government, CSOs, UN and media partners.
Coordinate and implement the development and dissemination of advocacy materials
• Develop and produce communication instruments and materials, including briefing materials, press releases, and draft articles for publication, and manage dissemination;
• Identify and propose information opportunities, activities, approaches and platforms and partners;
• Promote and disseminate corporate advocacy materials for launching flagship initiatives, publications, and campaigns;
• Manage the translation/adaption/rewriting of information received, printing and dissemination of publications and audio-visual materials;
• Follow communication and advocacy guidelines from HQ and RO.
Coordinate media relations
• Manage relationships with press in country; maintain and update database of relevant press;
• Respond to a variety of inquiries and information requests; prepare related correspondence;
• Organize roundtable discussions, press conferences, and briefing sessions for press, as required;
• Prepare press kits, track media stories, draft press releases, create and update media lists and outreach for Step it Up Media Compact.
• Collect and share weekly news bulletin containing news on UN Women Tanzania, and all gender and women’s issues related news reported in local media.
• Draft talking points for the Representative.
Build and maintain partnerships and maintain relations with donors
• Identify and develop new communication partnerships and alliances to enhance visibility;
• Liaise with advocacy partners and undertake outreach to civil society organizations, governments, and other groups to ensure that newsworthy information reaches the public and donors;
• Provide inputs to packages for programme initiatives for donor review.
• Establish and maintain the UN Women Tanzania Country Office web/ online presence
• Establish and manage content of the Country Office’s website and maintenance based on corporate requirements;
• Manage the Country Office’s social media accounts in line with corporate social media policy;
• Upload information to knowledge management system on a regular basis, including news, updates, and resources.
Read Also: NEW TANZANIAN JOBS OPPORUNITIES (500+ POSTS)
Facilitate knowledge building and sharing
• Provide information for news stories, analyze data and research studies to produce programme factsheets and policy briefs on gender in Tanzania, document meetings, events and workshops;
• Produce and design visuals for communications products, archive and caption photos for sharing; assist in the knowledge management of the UN Women products and publications. Maintenance of photo library and information/communications data base
• Identify and synthesize best practices and lessons learned directly linked to programme country goals and activities, in close partnership with Thematic Program Leads, M&E Specialist and Innovations Analyst;
• Provide 1 training and workshop on communication and advocacy for staff and implementing partners, in close collaboration with the Regional Office.
Key Performance Indicators:
• Developed and implemented work plan on the communications and media
• Quality inputs and analysis into the communications strategy for the office
• Timely monitoring of current events and trends from women’s rights and gender equality perspective
• Quality and relevant advocacy materials and content
• Timely updating of website and social media
• Timely dissemination of materials as shown by knowledge of UN Women’s activities in country
• Regular interactions with mass media, as shown by coverage of UN Women by the media
Competencies
Technical Expertise
• Understands advanced concepts of communication
• Continues to seek new and improved methods and systems for accomplishing his/her work
• Keeps abreast of new developments in communication and seeks to develop him/herself professionally;
• Demonstrates comprehensive knowledge of information technology and applies it in work assignments.
Core Values:
• Respect for Diversity
• Integrity
• Professionalism
• Cultural sensitivity
Core Competencies:
• Demonstrate and safeguard ethics and integrity
• Awareness and Sensitivity Regarding Gender Issues
• Accountability
• Creative Problem Solving
• Effective Communication
• Inclusive Collaboration
• Stakeholder Engagement
• Leading by Example
Functional Competencies
• Ability to communicate sensitively, effectively and creatively across different constituencies
• Good knowledge of web-based knowledge management systems
• Good understanding of production, graphic design and photography standards
• Good knowledge of social media platforms and experience in social media outreach
• Good knowledge of local country media landscape
• Good communication, presentation, networking and advocacy skills
• Ability to be strategic and analytical
• Knowledge of gender equality and women’s human rights
Required Skills and Experience
• Master’s degree in media and/or communications studies, journalism, public relations, or relevant field is required
• Professional Experience:
• At least 3 years of professional experience at national or international level in media relations, communications or advocacy for gender equality and women’s rights and empowerment;
• Excellent writing, facilitation and presentation skills in English, including preparing briefs, reports, articles for wide audiences;
• Relevant experience in delivering communications services to promote international and/or UN programmes would be considered an asset;
• At least 1 year of professional experience in developing advocacy materials (print, radio, and/or online) with focus on gender equality and women’s empowerment;
• Experience in organizing and managing large media and publicity events and campaigns;
• Experience in developing content for media/communication/advocacy campaigns or implementing campaigns;
• Good understanding of web development technologies;
• Experience in on-line outreach and multimedia;
• Experience in use of web editing tools and social media platforms;
• Experience in photograph and video editing;
• Previous experience in Africa within the UN System and/or International Organization is considered an asset.
Language Requirements:
• Fluency in English both in speaking and writing
• Knowledge of Kiswahili language is an asset.
• Submission of application:
• Interested consultants need to submit the following documentation in support of their application:
• One cover letter: Explaining why the candidate is the most suitable for the work;
• UN Women Personal History Form (P11), which can be downloaded at http://www.unwomen.org/about-us/employment
• Please group all your documents into one (1) single PDF document as the system only allows to upload maximum one document;
Please make sure to submit all the requested documents/information; otherwise, your application will be considered incomplete.
UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence. | https://www.ajiraleo.com/2018/10/communications-consultant-job.html |
Action Steps Towards Racial Equality
Athletes for Hope (AFH) is committed to advocating for racial equality and we stand with the Black community in the fight against systemic racism. We are dedicated to taking the steps needed to ensure that we meet this moment and live up to the values we espouse and which guide us.
The fight against racism will require a long-term, collective effort and willingness to listen, discuss, plan, and act. AFH plans to utilise its powerful platform and empower its membership of over 7,000 professional, Olympic and college athletes to bring hope to communities and spread positivity where there is despair.
Since its inception 14 years ago, AFH has empowered and connected our athlete members to give back to underserved communities around the world. It is what we do, EVERY SINGLE DAY. AFH athletes have expressed their passion for racial equality through their participation in formal and informal discussions with one another and leading organisations in the racial equality space about how we can work together as one to make a deeper impact.
In our 14-year history the most revealing experience for me personally was an All-Star Game workshop in New Orleans that we organised in collaboration with the NBA. We brought 20 Black teenagers from an underserved community together with 20 armed police officers from the same community. We also included players and coaches from the New Orleans Pelicans. We discussed extremely difficult issues surrounding race, perception, fear, and social justice. It was a painful and eye-opening discussion that was a microcosm of the societal issues that are facing our county. We have a tremendous amount to learn and it starts with listening.
AFH can and must do more to address racial inequality and systemic racism. In that spirit, AFH will:
Convene regular discussions with Athletes for Hope members and community organisations to strategise short term and long -term initiatives to benefit our communities
Consult and build partnerships with additional leading organisations and individuals involved in advocating for racial equality so the AFH staff, its athlete members and other interested stakeholders can learn about their experiences and gain tools to have difficult conversations when they encounter racism
Modify our “Words of Hope” video curriculum to offer athletes the opportunity to promote social justice and speak out against racism
Integrate discussions about racial equality into the AFH workshop curriculum
What can members do?
We invite you to join in this fight with us, and welcome your input as we work together to make lasting change. | https://www.athletesforhope.org.au/post/action-steps-towards-racial-equality |
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Membership in APC is open to organisations anywhere in the world that share APC's mission: to build strategic communities and initiatives in order to make meaningful contributions to equitable human development, social justice, participatory political processes and environmental sustainability. For more information, you might consider reading frequently asked questions (FAQs) on APC membership first.
Why become part of the APC community?
Solidarity and community: Using information and communication technologies (ICTs) for development and social equality
Community
APC is a facilitated community of like-minded individuals and organisations, active in 78 countries, in five regions of the world. We are a community of people who share the same vision and use the APC network and our own communication channels as trusted spaces to discuss, collaborate and make connections. As the majority of APC's members are from the global South, we facilitate ICT activities from the developing world.
Direction
APC members define our direction and focus. The APC Council, a governing body that establishes the organisation's strategic priorities every four years, is comprised of member representatives. Each APC member organisation appoints a representative to the council, which meets regularly online and every two or three years for a face-to-face conference. Working groups are comprised of people from the APC community who share an active interest or expertise in a particular issue or project (e.g. ICT policy) and are set up as needed to make recommendations to APC. Every year, APC conducts a member survey focusing on their experiences of, and participation in, activities related to the implementation of the APC Strategic Plan. Results of the survey are used for planning both implementation of the strategic plan and membership outreach in future.
Impact
APC's members have been creating and using computer networks to fight for social justice since the early 1980s and were among the first in the world to provide transatlantic electronic communications for social justice groups. Since then many of our members have been at the forefront of watershed technology projects and have driven key policy changes in their own countries. The APC network has been an active participant in high-level international ICT policy discussions and was granted Category 1 Consultative Status to the United Nations Economic and Social Council (ECOSOC) in 1995. Members work together under the APC umbrella, at regional and international levels, to influence ICT policy for the benefit of civil society and other groups using technology for social justice. Membership in APC expands the network's collective reach and amplifies the promotion of country and regional issues internationally.
Solidarity
APC members work actively to encourage civil society's adoption of ICTs for development, social justice, internet rights, gender equality, women's empowerment and environmental protection. Members also support one another in their local campaigns and strengthen the capacity of groups and individuals that face violations of their rights. By joining APC, you are adding your voice to an international network of like-minded people using ICTs to fight social injustice all over the world.
An international profile
As a network, we strive to actively promote our members' work. Our trilingual website and bi-weekly newsletters, which focus on the use of ICTs for social justice, human rights and development work by civil society, are widely circulated among development specialists, the NGO community and financial supporters. Our members' work is also presented at public events internationally. As well, our publications reach a worldwide audience that uses and promotes ICTs for social equality and development. Stories about APC and its members are regularly picked up by portals of APC members around the world, as well as other publications (such as BBC Online, the Digital Opportunity Channel, and others). We can work with your organisation to produce news articles about your activities in English, French and Spanish.
Independence
APC members join the network because it provides them with new opportunities to complement their existing activities. However, they remain fully independent organisations in terms of status, financing, alliances and political messages beyond APC's shared mission.
Building capacity
Peer support and information exchange
APC members have been offering ICT services to the NGO community since the early 1990s and perhaps earlier. Members learn from one another's experiences at face-to-face meetings and online, particularly in the areas of technical support, campaigning and policy advocacy. Our workspaces function in English, the shared language of our member representatives. We encourage the set-up of workspaces in other shared languages and have technical and information sharing lists in Spanish too. When possible, we provide simultaneous translation in English and Spanish at meetings.
Collaboration
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APC offers its members the chance to work collectively with other members and partners on joint projects. We facilitate networking and assist in matching and developing partnerships for project implementation.
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APC facilitates international projects for its members.
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APC's workspaces can be used to find a project implementation partner, to offer collaboration to member organisations and individual members in other regions, and for collaborative project development.
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APC helps members to facilitate collaboration, planning and learning through its Member Exchange and Travel Fund.
Capacity-building services
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APC facilitates face-to-face training opportunities for civil society organisations, technologists, advocates and policy makers, in areas of ICT policy, internet rights, action research and ICT, gender evaluation of ICT initiatives, digital storytelling and secure online communications.
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APC organises online and face-to-face workshops designed to help members become more effective advocates in national and global ICT policy processes.
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APC offers gender evaluation training through face-to-face workshops, as well as mentoring to organisations and individuals, to ensure that ICT initiatives improve women's lives and contribute to gender equality.
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APC works in collaboration with partners in facilitating internet rights training and support for at-risk human rights activists.
Creating resources for civil society
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APC members create and collect resources to help in making the internet accessible and open to everyone.
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APC facilitates the development of materials for activists who want to use the internet strategically.
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APC members share workshops, trainings, materials, access to APC tools, online meeting platforms and mailing lists.
Becoming a member
Are you or your organisation interested in becoming a member of the Association for Progressive Communications?
New APC member organisation
Read about the membership criteria and steps to becoming an APC member organisation.
Write to [email protected] with all questions. | https://www.apc.org/en/join-apc |
Equinet, European Network of Equality Bodies, brings together 49 organizations from 36 European countries, which are empowered to counteract discrimination as national equality bodies across a range of grounds including age, disability, gender, race or ethnic origin, religion or belief, and sexual orientation.
Equinet builds upon the two year project “Strengthening the co-operation between specialised bodies for the implementation of equal treatment legislation” (2002-2004) and is currently funded by DG Justice – Rights, Equality and Citizenship Programme 2014-2020 .
- Our mission
- Our values
- Our Strategic Plan 2015-2018
- Our activities
- Our structure
- What are national equality bodies?
Our mission
Equinet, European Network of Equality Bodies promotes equality in Europe through supporting and enabling the work of national equality bodies. It supports equality bodies to be independent and effective as valuable catalysts for more equal societies.
Our values
Equinet values and promotes:
- Respect for and recognition of the diversity of individuals and groups in society.
- Equality on grounds such as gender and gender identity, disability, sexual orientation, racial or ethnic origin, religion or belief, and age.
- The potential of equality bodies to contribute to positive change for individuals, organisations and institutions, and society as a whole.
Equinet operates in a manner that:
- Reflects a shared ownership and control of the network by its members.
- Relies on the active contribution of the equality bodies that form part of the network.
- Reflects the needs and interests that are common to equality bodies.
- Takes account of the diversity of equality bodies.
- Respects the independence of equality bodies.
- Promotes innovation in the work of its Members
Equinet manages its work in a manner that:
- Mainstreams equality and diversity in all of its work.
- Is open, transparent and innovative
- Achieves a high standard of excellence and professionalism.
- Implements good practices as an employer.
- Strives to give due consideration to environmental sustainability.
Equinet seeks to engage with its partners and stakeholders in a manner that:
- Is based on constructive cooperation and openness.
- Reflects the unique and singular position of equality bodies as public institutions that are independent from both civil society and the statutory sector
Our Strategic Plan 2015 – 2018
Over the lifespan of this Strategic Plan, Equinet will pursue four objectives, with a number of areas of action planned for each:
A. Build capacity and peer support of equality bodies
- Develop knowledge and skills of staff members of national equality bodies.
- Develop strategic and organisational capacity of national equality bodies.
- Foster and promote innovative approaches in the work of equality bodies.
B. Contribute to the European Equality Agenda
- Contribute to equality policy and law at European level.
- Convey an expert voice of equality bodies by sharing their expertise, experience and recommendations.
- Inform and engage with policy makers and partners.
C. Serve as a knowledge and communication hub on equal treatment
- Inform and engage equality bodies on relevant European developments.
- Provide information on equality bodies to external audiences.
- Facilitate exchange of information and networking among members.
- Generate, collect and communicate knowledge on equal treatment.
D. Consolidate the network and the position of its members
- Support the development of standards for and in the work of equality bodies.
- Strengthen the standing of equality bodies in a changing context.
- Enhance cooperation with stakeholders.
- Ensure the sustainable development of the network and its capacity to respond to the diverse needs of members
Strategic Plan 2015-2018
Work Plan 2016Work Plan 2017
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Our activities
Equinet seeks to engage in advancing equality in practice by facilitating the contributions and a stronger voice of national equality bodies to the wider European debate, by promoting and organizing:
- Ongoing information exchange and sharing of data and expertise from and among national equality bodies
- Regular training seminars for staff members and experts within national equality bodies
- Ongoing collaboration, exchange and research within Working Groups structured around thematic work areas of relevance to national equality bodies, namely:
- Equality Law in Practice
- Communication Strategies and Practices
- Policy Formation
- Gender Related Issues
- Publications and perspectives on relevant themes and policy developments relating to equality and non-discrimination at European level.
- Studies on selected themes relating to the work of national equality bodies
Read the Equinet Highlights 2014-2015 for a summary of our work from January 2014 to July 2015.
Our structure
The Annual General Meeting (AGM) consisting of all national members is the highest decision-making body within Equinet. An elected Executive Board led by the Equinet Chair is responsible for the overall management and the strategic leadership of the network. The operational structure consists of Working Groups of staff of national equality bodies (Equinet members) and a Secretariat headed by an Executive Director, based in Brussels.
Equinet, European Network of Equality Bodies is an international not-for-profit association (Aisbl) with an operational secretariat based in Brussels since the end of 2007.
Equinet Statutes in English and French
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What are national equality bodies?
National equality bodies are independent organisations established on the basis of EU equal treatment directives – Directive 2000/43/EC (the so-called Race Directive), Directive 2004/113/EC (the so-called Gender Goods and Services Directive) and Directive 2006/54/EC (the so called Gender Recast Directive) – with a mandate to provide an independent assistance to victims of discrimination, conduct independent surveys concerning discrimination and publish independent reports and make recommendations on any issue relating to discrimination in their country.
Read the brochure on Equality bodies and Equinet promoting equality in Europe.
Read more about equality bodies in Europe here. | https://migrate.equineteurope.org/2012/04/10/equinet-at-a-glance/ |
Despite the COVID-19 pandemic’s far-reaching implications, it fails to be a great leveler. Gender bias is still prevalent in many workplaces, with women continuing to face barriers that limit their growth trajectory. Beliefs that management is a male role, stereotypes against women in recruitment and promotion, and masculine corporate cultures only serve to perpetuate these perception problems. In fact, studies show that women tend to receive fewer critical assignments that lead to advancement, earn lower salaries, and receive fewer professional recommendations.
While gender diversity is proven to increase team performance and success, and women in leadership are helping businesses to thrive in unprecedented ways, why do women decision makers remain the exception rather than the norm?
According to the Women’s Leadership Gap Fact Sheet, while women hold 52% of all professional jobs, they’re substantially underrepresented in leadership roles. And it’s this shortage of prominent female role models that has inspired us to launch TP SheTalks. I want your daughters – and mine – to have confident, empowered leaders to admire, helping to redefine all those antiquated perceptions. In fact, Nanette Braun, Chief of Communications and Advocacy at UN Women, the United Nations Entity for Gender Equality and the Empowerment of Women, believes that we can chart a new course by highlighting role models who break through arbitrary gender-based barriers, and creating new professional opportunities for women.
TP SheTalks is a new webinar series that will offer a dynamic learning ecosystem for women leaders by amplifying the female voice. We will drive positive change by:
- Celebrating women who continue to break new glass ceilings
- Addressing issues that women (and men) face in the workplace, especially in these trying times
- Providing key insights, lessons learned, and personal best practices for overcoming common professional roadblocks
For the inaugural broadcast of TP SheTalks on August 19, I will be joined by Joy Park, Vice President of Outsourcing Strategy and Support at Comcast for both Care Call Center and Technical Operations. We will share insights into the career paths we have each taken, our lifelong learnings for ensuring continuous personal improvement, strategies for finding and asserting our female voice, and perspectives on the importance of a gender-balanced workplace. Our conversation will also deep-dive into the intricacies of striking a balance between work and family life — a challenge that all working professionals strive to overcome, regardless of gender.
Through this webinar, I sincerely hope that women will be empowered to assert themselves, openly promote their achievements, act with confidence, and be heard. By increasing awareness and harnessing our collective energy to put momentum behind this cause, we can elevate the discussion and eliminate gender disparity once and for all.
Join our exclusive discussion to hear more! Register now for our TP SheTalks webinar. | https://www.teleperformance.com.mx/en-us/insights-list/insightful-articles/global/amplifying-the-female-voice-inspiring-tomorrow-s-women-leaders/ |
The AIYD is aimed at developing new avenues for collaboration and partnership between Australia and India, and strengthening existing ones, through the power and vision of the youth in both countries. With almost two-thirds of India’s population under the age of 30, India is one of Australia’s largest sources of permanent migrants and the second-largest source of international students.
Encouraging cross-cultural experiences and facilitating people-to-people links.
Facilitating interactions between young leaders to illustrate how soft power and public diplomacy can be a catalyst in promoting Australia-India relations.
Promoting and facilitating collaboration amongst young leaders from Australia and India.
Advocacy and engagement in issues and opportunities in the Australia-India relationship.
The Australia India Youth Dialogue (AIYD) is a youth-led dialogue between the young and emerging leaders of Australia and India. In brief, the AIYD hosts 15 of the best and brightest young minds from each country at an annual conference, held in India and Australia in alternate years.
The aim is to enable a rich exchange of ideas and perspectives, and encourage our emerging young leaders to think creatively about how the Australia-India relationship may be strengthened through their own work and efforts.
relationship between Australian and Indian youth in a meaningful manner.
Providing a deeper cultural insight and understanding of the similarities and differences between the respective nations.
Providing support to deal with problems and trends in the relationship and potentially providing solutions for those problems.
For further information about previous AIYD conferences, delegations and keynote speakers, please visit the Past Dialogues section of the AIYD website. | http://uat.aiyd.org/about-us/ |
The issues and problems affecting women and children in Rwanda are diverse in nature. There is therefore no one way to effectively address them. RWN views the problems affecting their constituents (women and their families) in a holistic manner as a process of addressing them wholesomely and not as dealing with just some particular aspects. RWN will integrate different approaches to jointly address the issues of improved health service delivery and poverty reduction by preventing the continued spread and mitigating the effects of HIV/AIDS, advocating for women rights to land, inheritance, and property.
Empowerment and capacity building
RWN considers women empowerment as a process, strategy of increasing the political, social or economic strength of individuals, member organizations, communities and beneficiaries to have: the right/ power to decision-making; access to information and resources; have a range of options to make choices; develop assertiveness in collective decision making; have ability to learn new skills; ability to democratically change others’ perceptions and ability to influence the direction of social change. Capacity building will include: - Coordinating and building upon existing efforts in RWN to increase the efficiency - Human resource development as a process of educating, training and equipping individuals with skills and access to information, knowledge and experiences to increase performance; - Organizational development as a strategy to streamline management structures, strengthen internal processes and procedures, develop/ improve policies and programs and develop a network of donors. - Building partnerships as a strategy where member organizations willingly come together formally or informally to achieve a common purpose. RWN will support activities and institutions that contribute to achievement of its Strategic plan. - Extending small grants to help partners increase implementation, coverage, scaling up best practices; improve management, governance, public relations, financial, technical and human resource capacity.
Creation of women safe space
A fundamental component of RWN's work is ensuring the provision of community mobilization spaces for women, including facilitating women through these community spaces to connect with other women on key issues and support each other for collective change.
RWN has rich experience in developing & running community spaces and this approach facilitates women through a process of awareness of rights and support to claim them. These safe spaces are run by women space facilitors who are trained and equipped with facilitation and advocacy skills.
Voluntary Community Participation
RWN considers community participation as a strategy of involving beneficiaries, network members and other stakeholders voluntarily in the process of solving their own problems. Volunteering is a way in which individuals freely give out time and energy to render free services that bring measurable benefits to the volunteer, individual beneficiaries, groups and organizations, communities they work in and is not motivated primarily for financial gain, a wage or salary. RWN has a critical mass of trained community volunteers (peer educators, counselors, paralegals) who play a key role as first line workers in: carrying out HIV/AIDS education, referrals, and basic care for people with HIV/AIDS; campaign for peace and reconciliation, paralegals etc. RWN will continue to recruit, train and conduct refresher courses to keep the volunteers knowledgeable of current HIV/AIDS, Health, SGBV and human rights issues and to galvanize their morale. RWN will partner with organizations that are involved in volunteer and intern placement to tap their expertise and experience so as to reinforce the existing mass of volunteers and facilitating their work in kind.
Rights based programming
A rights-based approach to development promotes justice, equality and freedom and tackles the power issues that lie at the root of poverty and exploitation. RWN will strategically use Rights-based programming to hold people and institutions holding power accountable to fulfill their responsibilities toward those with less power. It will mobilize and support right holders to demand their rights and to be involved in political, economic and social decisions in society. RWN will put pressure on power holders (decision makers) at local and national level to develop and/ or change policies, laws, programmes and budget allocations. RWN will: use the media to raise awareness, monitor and report abuses of power and human rights violations; audit the quality of government services; promote human rights education and use courts (legal/ judicial system) to achieve justice and equality.
Gender mainstreaming
Mainstreaming gender is not just about “including” women and girls, or mere addition of women’s rights elements but contributing to TRANSFORMATION. RWN will under-take to: strengthen the capacity of staff and partners in mainstreaming gender; develop specific gender interventions or programmes that focus on: SGBV against women; Gender and HIV& AIDS; Women’s land rights and Women’s participation in politics (peace and reconciliation). RWN will promote building internal capacity for gender monitoring and evaluation while strengthening the alignment of resources with the gender commitments e.g. tracking budgets, tracking staffing, tracking and analyzing partnerships, and creating networks of exchange and learning that build on emerging experiences both within and outside the organization.
Advocacy and networking
RWN considers advocacy as aimed at changing the status of policies, strategies or programmes. Advocacy is implied as: undertaking research to clarify issues on HIV/AIDS service delivery, women rights to property, inheritance, land and Sexual and gender based violence; providing evidence based information and education to all concerned parties for achievement of equality for rights, access for all to Health/ HIV/AIDS services, liberation from poverty and total enjoyment of peace and freedoms; building partnerships, alliances, networks and coalitions on the issues being advocated for so as to build a collective voice; dialoguing and negotiating with individuals and organizations with contrary views and positions
RWN will focus attention on the power relationships between people, households and authority structures where it will hold duty bearers (power centres) responsible to their obligations by holding regular platform meetings with; local administrations, parliamentary sessional and/ or caucus committees, ministers, law enforcers, judiciary, on issues of Health/ HIV/AIDS service delivery, low status of women, SGBV. | http://rwandawomennetwork.org/Strategic-Approaches.html |
Pendulum rides are a little like the swing sets you might remember from your childhood. Swings give you a feeling of flying in a controlled manner. You pump your legs to provide enough force to increase the height of the swing's arc, and enjoy the increased velocity of the downward swing. When you stop pumping, the swing gradually slows and then stops.
What causes the feeling of "weightlessness" on pendulum rides?
Riders often experience near-weightlessness as they approach the top of a pendulum ride. If the ride is the type that makes a complete 360-degree circle, they experience a feeling of complete weightlessness.
Feelings of weightlessness are not due to a decrease in forces of gravitation; people do not feel forces of gravity. What you feel is the force of a seat (or other external object) pushing on your body with a force to counteract gravity's downward pull. A 180-pound person at rest in his office chair experiences the seat pushing upwards on his body with a force of 180 pounds. Yet at the top of a pendulum ride, the same 180-pound person will feel less than this normal sensation of weight. At the very top of the pendulum ride, riders begin to fall out of their seats. Since a 180-pound person is no longer in full contact with his seat, the seat is no longer pushing on him with 180 pounds of force. Thus, the rider has a sensation of weighing less than his normal weight.
Why do riders experience high g-forces on pendulum rides?
As riders pass through the bottom of the circular arc, they often experience high g-forces. Once again, these g-forces are not evidence of increasing forces of gravitation, but the result of increases in the amount of force applied by the seat upon their bodies. Understanding this demands a little information about circular motion.
The motion of an object in a circle requires that there be a force directed toward the center of the circle (sometimes called a "centripetal force"). This means that at the bottom of the circular swing, there must be an upward force (since the circle's center is upward). Gravitational forces are always directed downward upon a rider's body; thus, gravitational forces cannot meet this centripetal force requirement. The seat must supply the centripetal force, pushing upwards on the rider with a force greater than gravity's downward pull. For a 180-pound person, the seat might have to supply 360 pounds of upward pull. This is twice the usual amount experienced by our 180-pound rider. For this reason, we would say the rider experiences 2 g's of force (a seat force that is 2 times the gravity force).
Why do you get sick on rides? Read about motion sickness.
"Amusement Park Physics" is inspired by programs from The Mechanical Universe...and Beyond. | https://www.learner.org/wp-content/interactive/parkphysics/pendulum.html |
Critical Questions:
- What keeps the Earth orbiting the Sun instead of shooting off into space?
- How do figure skaters achieve such elegant spins?
As I mentioned earlier, we spend most of our time on a giant hunk of rock that is moving in a circle (approximately) around the sun, just like every other planet in the solar system. And the sun is circling the center of the galaxy. In fact, if you spend enough time looking out into space, you start to realize that almost everything out there is either spinning around, orbiting something else, or both. And understanding that motion represents an important step in the understanding of physics as a whole.
What makes an object move in a circle? Perhaps a more useful question to ask first is, why don’t objects usually move in circles? We know from Newton’s First and Second Laws that objects keep moving in a straight line (or stay stationary) unless an external force causes them to speed up, slow down, or change their direction of motion. And yes, if you’ve been reading carefully, you’ll notice that this answer amounts to a fancy way of saying, “Because.” A slightly better answer might be, “Because space seems to be aligned in straight lines rather than curved ones,” but the truth is, that answer is just yet another way of restating the question.
So matter moves in straight lines unless a force changes its motion. Now imagine a ball on the ground. How would you get it to move in a circle? The answer is that you would get it rolling forwards, and then constantly deflect its path so that it turns to one side. Eventually, if it keeps turning, it’ll come back to where it started. And if you looked at that circle from above, you’d see that your sideways push on the ball was always directed towards the center of the circle.
The name for a force that pulls an object in towards a center point is a ‘centripetal’ force. This is not to be confused with the ‘centrifugal’ force, which I’ll explain in just a minute. It is also not a new variety of force, like gravity or electromagnetism. Any force can be a centripetal force, as long as it pulls in the right direction. In the case of a ball on a string, the centripetal force is the tension force applied by the rope; for a car turning a corner, the centripetal force is friction between the road and the wheels.
We can stop here and mention that we’ve now solved the multiple choice problem from earlier on – the one about the ceiling fan and the golf ball. The ball first moves in a circle due to a centripetal force (which was provided by the tape and the fan blade). When that force disappears, the ball will immediately fly off in a straight line, no matter how long it had been experiencing circular motion before then. This is simply because there is no longer a force that is causing it to turn.
We’re complicating things a bit, once again, by thinking about things on Earth. Because of friction and air resistance, the objects we’re talking about are always going to tend to slow down, and so they also need a forwards push to keep them moving. That’s why you don’t turn the wheels of your car 90 degrees to the left when you turn a corner: you need the wheels to push you forwards and to the side. When you attach something to a string and whip it around your head, you mostly pull the object in towards the center of the circle (centripetal force), but you also move your hand just enough to be pulling it slightly forwards as well, to counteract air resistance. The name for this forwards force is the ‘tangential’ force, because it pulls at a tangent to the circle being described by the moving object1.
Up in space, however, there is no friction or air resistance to slow things down. If a planet is moving forwards and has a centripetal force pulling it constantly to the side, it can keep going like that forever, always turning towards the star it’s orbiting but never coming any closer. This centripetal force is provided by gravity.
The nice thing about gravity is that it will always pull towards the center of the circle: the sun is at the center of the Earth’s orbit, for example, and the planet is attracted directly towards it. Gravity is, in fact, the centripetal force responsible for all of the orbits in space: the moon orbits the Earth, as do man-made satellites; all of the planets orbit the sun, and all other planets orbit other stars; the sun and all of the stars in the galaxy orbit the galaxy’s central point (which contains a very large amount of mass, and probably a black hole or two), etc.
So what about the centrifugal force? Imagine again that you’re inside a car as it’s making a sharp left turn. What do you feel? Carsick, maybe, but you’re probably also feeling pulled to the right. This is the centrifugal force at work. Certain kinds of people like to tell you quite smugly that this isn’t a force at all, and in some ways they’re right – factually, if not morally.2
The only reason you feel pulled to the right is because your body obeys the law of inertia. You were travelling straight forwards, and you will tend to keep doing so. Meanwhile, the car surrounding your body is turning left, thanks to friction. You go straight, but the car goes left; from your perspective, it seems like you’re getting pulled to the right. The term “centrifugal force” is a misnomer because there is no force pulling you that way. However, this phenomenon has proven to be a useful one – it’s what gets water off the lettuce in your salad spinner, and it separates heavier substances from lighter ones in machines called centrifuges.
The last thing we’ll talk about is spinning. Most of the physics of spinning objects is pretty obvious, but there’s one intriguing thing that is not commonly understood. Imagine a figure skater balanced on the tip of a skate blade and spinning gracefully in place as an instrumental version of something by Celine Dion plays over the loudspeaker. The skater’s arms are extended out to the side, but as you watch, she brings them in closer to her body, and all of a sudden, she is spinning much faster than before.
To explain this phenomenon, I’ll ask you to imagine a spinning record. Draw two dots on the surface – one close to the center (dot A) and one out near the rim (dot B). Now watch the dots moving for a while. What you’ll see is that dot B moves much faster than dot A. This is because in the same amount of time, dot B has to go in a much bigger circle than dot A does.
Now we’ll further damage the record by taking something heavy, like a paperweight, and placing it right on top of dot B. We’ll get the record spinning around so that the paperweight is moving at the same speed as the dot was before. Now take the paperweight and push it in towards the middle while the record is still spinning. (I’ll admit that this would be hard to do smoothly in real life, but try to imagine it anyway.) The paperweight is now sitting on top of dot A, but because of the law of inertia, it is trying to move as fast as it was at dot B – that is, faster than the record is moving beneath it. So the rock pulls the record forwards a bit, which increases the record’s rate of rotation.
This is just like what the figure skater did when she pulled her arms in close. They were moving quickly because they were out at the edge of the circle of her spin, so when she pulled them in closer, they pulled the rest of her along until she was spinning faster than before.
There’s quite a bit more to be said about rotation and circular motion, of course, but this is a good place to stop for now, because the next chapter will go into all kinds of detail about gravity and the orbits it can cause.
Big Ideas:
- Circular motion requires a centripetal force, which constantly turns the object in towards the center of the circle.
- For orbits in outer space, the centripetal force is gravity.
- The centrifugal “force” is not really a force. Objects moving in a circle feel pulled to the outside of that circle because of the law of inertia, which says that moving objects tend to continue in straight lines.
- Spinning objects can change their rates of spin by moving parts of themselves closer to or farther from the center of their spin. | https://popphysics.com/chapter-2-newtons-laws/circular-motion-and-orbits/ |
NCERT Class 11 Physics Solutions: Chapter 5 – Laws of Motion Part 14 (For CBSE, ICSE, IAS, NET, NRA 2023)
Doorsteptutor material for CBSE/Class-8 is prepared by world's top subject experts: get questions, notes, tests, video lectures and more- for all subjects of CBSE/Class-8.
Question 5.37:
A disc revolves with a speed of and has a radius of . Two coins are placed at and away from the centre of the record. If the coefficient of friction between the coins and the record is , which of the coins will revolve with the record?
Answer:
Coin placed at from the centre
Mass of each coin
Radius of the disc,
Frequency of revolution,
Coefficient of friction,
In the given situation, the coin having a force of friction greater than or equal to the centripetal force provided by the rotation of the disc will revolve with the disc. If this is not the case, then the coin will slip from the disc.
Coin placed at :
Radius of revolution,
Angular frequency,
Frictional force,
Centripetal force on the coin:
Since , the coin will revolve along with the record.
Coin placed at
Radius,
Angular frequency,
Frictional force,
Centripetal force is given as:
Since , the coin will slip from the surface of the record.
Question 5.38:
You may have seen in a circus a motorcyclist driving in vertical loops inside a ‘death-well’ (a hollow spherical chamber with holes, so the spectators can watch from outside) . Explain clearly, why the motorcyclist does not drop down when he is at the uppermost point, with no support from below. What is the minimum speed required at the uppermost position to perform a vertical loop if the radius of the chamber is ?
Answer:
In a death-well, a motorcyclist does not fall at the top point of a vertical loop because both the force of normal reaction and the weight of the motorcyclist act downward and are balanced by the centripetal force. This situation is shown in the following figure:
The net force acting on the motorcyclist is the sum of the normal force and the force due to gravity
The equation of motion for the centripetal acceleration can be written as:
Normal reaction is provided by the speed of the motorcyclist. At the minimum speed , | https://www.flexiprep.com/NCERT-Exercise-Solutions/Physics/Class-11/Ch-5-Laws-of-Motion-Solutions-Part-14.html |
Thrills without spills.
Abandon all hope," warns the sign above the spinning rotor ride at the Coney Island amusement park in New York City. But that didn't stop Lourdes Gonzalez, 24, and dozens of other thrill seekers from climbing aboard last July.
At first, everything ran as scary - but as "normal" - as usual, Gonzalez says. She and the other passengers lined up along the inner rim of the barrel-like ride. The operator set the barrel spinning and the liders were "glued" to the wall. When the floor dropped out, they felt like they were flying.
But suddenly - Kablam! - the passengers really were flying - out of the ride. The accident mangled Gonzalez's right leg; 12 other people suffered back injuries and bruises.
What went wrong? Inspectors found that a huge metal strap, which held the barrel's wall panels together, suddenly snapped in two. "One of the panels struck the operator's booth and that portion of the barrel tore open," says Vahe Tiryakian, spokesperson for the New York City Department of Buildings, which inspects amusement-park rides. Without warning, the passengers were flung through the gaping hole (see diagram, left).
That incident got me thinking: Just how safe are amusement-park rides? Could a speeding roller coaster go flying off the tracks? Could an accident like the rotor disaster happen again?
SAFETY SCARE
The answers depend largely on physics, says Ron Toomer, a mechanical engineer who designs roller coasters. Take the rotor incident. Normally, Toomer explains, the laws of physics keep the riders safely stuck to the rotor wall. Here's how:
When the barrel and floor start to spin, the people move too. At any given instant, the riders are moving sideways. And like all moving objects, they would keep moving in a straight line (sideways) if no other forces acted on them, Toomer says. That tendency to keep moving in one direction is called inertia. (Remember Newton's first law of motion? See SW 9/1/95, p. 12.)
But rotor riders can't keep moving in a straight line because the curved walls of the rotor get in the way. The riders "fly" into the wall and stay pinned - even when the floor drops.
FICTIONAL FORCE
For years, people thought an outward-pushing force, which they called centrifugal force, was what kept rotor riders pinned to the wall. But believe it or not, Toomer says, centrifugal force doesn't exist. What's really happening, he explains, is that inertia makes the riders fly outward. They feel pressed to the wall by the force of the wall holding them in. The center-pushing force that holds them in is known as centripetal force.
At Coney Island, when "the rotor wall panel suddenly "disappeared," Toomer explains, the centripetal force disappeared too. With no force to hold the passengers in, they flew off the ride.
The Coney Island rotor accident was probably the result of human oversight, Toomer says. (For example, someone may have missed a crack in the metal strap). But for most ride designers and inspectors, he says, "safety is the number-one priority."
Look at a giant roller-coaster loop, for example. It's similar to a rotor turned on its side, says Toomer. On the loop, the "pushed-to-the-wall," feeling created by centripetal force helps keep people in their seats - even when the coaster cars turn upside down.
Decades ago early roller-coaster designers tried to make perfectly circular loops. But they soon rejected that idea when they realized that gravity (Earth's downward pull) would slow the cars too much at the top of the loop. At such slow speeds, centripetal force would weaken to the point that gravity could pull riders to the round. Conversely, at the bottom of a circular loop, the riders would be moving so quickly that centripetal force would increase and squish the riders in their seats uncomfortably.
So instead, designers make teardrop-shaped roller-coaster loops (see photo.) This design tightens the curve at the top where the coaster train slows down. The tighter curve increases centripetal force, the force that keeps you pinned to your seat, Toomer says - so you don't fall out. At the bottom of the loop, where the train speeds up, centripetal force increases more. But because the curve is more stretched out, Toomer explains, you don't feel too squished.
Many other innovations keep rides scary - but safe. These include wheels embedded inside tubular steel tracks (to help keep ride cars - and riders - on track), and cushioned, over-the-shoulder harnesses (to keep you buckled in).
Designers also run the rides through dozens of trials before you ever climb on board. "It's always easy to find people who want to be the first to test a new coaster," Toomer says.
And inspectors routinely examine ride machinery, in some cases using X-rays to check metal rides for cracks or other problems that you can't see on the surface. Because of the Coney Island rotor accident, New York inspectors may soon require those tests.
Still, with all these safety measures, accidents do happen. In 1994, an estimated 7,200 people were treated in hospital emergency rooms for minor injuries (mainly bumps and bruises) associated with amusement-park rides, according to the U.S. Consumer Product Safety Commission. Though that number may seem high, says John Graff, executive director of the International Association of Amusement Parks and Attractions, you have to consider that 400 to 500 million people take billions of rides each year. "Most of the accidents occur because people are standing up, horsing around, or goofing off," he says.
Kind of makes you wonder: Maybe riding too many amusement-park rides can scramble your brains.
DESIGN
A RIDE!
The challenge: Design the "Fling & Float," a ride that combines the thrill of amusement-park rides,
The setup: Riders sit in rafts attached to cords. A machine spins the rafts around a platform. At a certain point, each cord snaps and fling the rafting rider into a lagoon (see top-view diagram, below).
The catch: At what point on the spinner (A-D) should the cords detach so that riders land in the lagoon? This experiment may help you decide:
WHAT YOU NEED: rubber ball * 1-m (3-ft.) piece of string * partner * masking tape
WHAT TO DO:
1. Tie string securely around ball.
2. In an open area, hold the end of the string and swing the ball over your head, lasso style.
3. Predict: Where will the ball fall if you release the string when your arm is directly in front of you? Have a friend record your prediction.
4. Stop swinging and release the string simultaneously. (Make sure classmates are standing clear.) Was your prediction correct? With a piece of tape, record where the ball falls.
5. Repeat Steps 2 through 4 three times. Then try different release positions. Notice any patterns?
CONCLUSIONS
At what point on the "Fling" ride should you release each ride?
DON'T STOP NOW!
How does centripetal force help make your ride a success? What safety measures would you add?
RIDE WRECK: Disaster struck the spinning rotor ride at Coney Island, New York, last summer when passengers were flung from the ride. Here's what happened:
1 Riders entered the rotor through a door. 2 The operator closed the door and started the ride. 3 As the barrel spun at 97kph (60mph), riders felt pressed against the wall by centripetal force, the force holding them in. When the floor dropped 3m (10ft), riders felt like they were flying. 4 Suddenly, a metal strap holding the barrel together snapped. Part of the wall tore off. Without the inward push of centripetal force, riders flew off the ride - flung by their own inertia. Thirteen people were injured. | https://www.thefreelibrary.com/Thrills+without+spills.-a017720824 |
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Deborah Giaschi, Amy Zwicker, Simon Au Young, Bosco Lee, Bruce Bjornson; The role of area V5/MT+ in the centripetal bias in global motion perception. Journal of Vision 2007;7(9):751. doi: 10.1167/7.9.751.
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© ARVO (1962-2015); The Authors (2016-present)
We previously reported lower coherence thresholds for centripetal (inward) relative to centrifugal (outward) frontoparallel global dot motion (VSS 2004, 2005). This direction anisotropy was observed at fast but not slow speeds of motion. The purpose of the present study was to examine the role of the motion sensitive cortical area V5/MT+ in this speed-tuned centripetal bias using functional MRI. A block-design localizer task in which epochs of dots in expanding/contracting radial motion alternated with epochs of stationary dots was used to identify area V5/MT+ in six adults with normal vision. On the global motion centripetal (centrifugal) task, epochs of dots moving from the left and right, or from the top and bottom, toward (away from) the center alternated with epochs of stationary dots. The coherence of the moving dots was 85%, 25% or 0% on alternate blocks. The motion speed of each run was either 8 or 1 deg/s. A region of interest analysis revealed greater activation in V5/MT+ at 25% coherence than at 85% or 0% coherence. This region also responded more to centripetal motion than to centrifugal motion at both speeds. These results suggest that V5/MT+ plays a role in the direction, but not the speed-tuning, of the perceptual motion anisotropies. A centripetal bias is unlikely to be the result of selective exposure to optic flow, which is usually in a centrifugal direction. A centripetal bias has instead been linked to the precise control of arm movements towards fixation (Edwards & Badcock, 1993; Shirai, Kanazawa & Yamaguchi, 2006; Steinmetz, Motter, Duffy & Mountcastle, 1987). We speculate that the centripetal bias for optic flow in the central visual field, reported here, is related to mechanisms for visually-guided reaching, while the centrifugal bias for optic flow in the peripheral visual field, reported by others, is related to mechanisms for locomotion. | https://jov.arvojournals.org/article.aspx?articleid=2134776 |
Question 3.
Answer the following question.
What are (i) free fall, (ii) acceleration due to gravity (iii) escape velocity (iv) centripetal force?
Answer:
(i) Free Fall: Whenever an object moves under the influence of the force of gravity alone, it is said to be in Free Fall. During free fall initial velocity of an object is zero and force of air also acts on an object. Thus real free fall is possible only in a vacuum because there is no air.
For Example:
a) When an object is dropped from the top of the table it falls down only due to gravitational force hence it is under free fall.
b) An apple falling from the tree.
But when we are standing on the ground, flying in a flight we are not in free fall because other forces except gravitational force are also acting.
(ii) Acceleration due to gravity: The acceleration which is gained by an object because of the gravitational force is called acceleration due to gravity. Its S.I unit is m/s2. It is denoted by ‘g’ and its value at the surface of the earth is 9.8m/s2.
It is a vector quantity (have both magnitude and direction) and it is directed towards the centre of the earth. The value of acceleration due to gravity is not fixed it changes from place to place Like at moon ‘g’ value is one-sixth of value on earth.
(iii) Escape velocity: The minimum value of the initial velocity at which an object to escape from the gravitational pull of the earth and never comes back to the earth is called the escape velocity.
The escape velocity from earth is about 11.186 km/s, means if an object travels 11.186 km in 1 sec it will escape from earth’s gravitational pull. All the satellites and rockets are launched with a velocity equal to escape velocity in order to escape from the earth’s gravity.
(iv) Centripetal force: The force that acts on an object to keep it moving along the circular path with constant speed is called the centripetal force.
It is given by Fc =
It is directed towards the centre of the circle (of radius ‘r’) in which the object is moving ( with velocity ‘v’).
Example: The stone tied to a piece of string whirl in a circle due to centripetal force only.
The diagram below illustrates the centripetal force acting on an object towards the centre. | https://www.omtexclasses.com/2020/12/question-3-what-are-i-free-fall-ii.html |
Last week I came face to face with another physics misconception with some of my students. I do think that, as I get more experienced teaching, I’m getting better at picking up on where students are having problems. But it’s a very difficult thing to do.
Last week it was circular motion The students were looking at a fairly simple problem (well, I thought so, they are third year mechanical engineering students after all). In a nutshell, it’s this: Imagine you have a T-shirt in a spin dryer (top loading). If you know the coefficient of friction between the T-shirt and the wall of the drum, and the drum’s radius, you should be able to work out the minimum rotation speed for the T-shirt to stick to the wall of the drum, rather than slide down to the bottom. So, what is it?
As with all force problems, a good way to start is by drawing a free-body diagram, where we put in arrows for every force acting on the body. The total of these arrows (added as vectors), or the net force, is just the mass times acceleration, by Newton’s 2nd law. So, I put a sketch on the board and asked the students to tell me what forces are acting on the T-shirt. There is of course gravity on the T-shirt. That’s balanced by the frictional force of the wall on the shirt (otherwise it would slide down.) Then there’s the inward force exerted by the reaction of the wall on the T-shirt. Now, that’s all the forces there are. I could have just carried on with the analysis, but instead I asked the class whether that was it "Have we got all the forces?" I expected a ‘yes’ answer, but a student gave me the response "There’s the centripetal force as well."
There’s a clearly a misconception about circular motion buried in that comment. Yes, there is centripetal force, but it’s the reaction of the wall on the T-shirt that provides this force. We’ve got it already. The centripetal force isn’t an ‘extra’ force – that would be counting it twice. This is a tricky concept to present clearly. The best I can manage now is that it’s the fact that there exists a force towards the centre of rotation that CAUSES the object to move in the circle, not that the fact that an object moves in a circle causes it to have a centripetal force.
Centripetal force is not a ‘magic’ force, that mysteriously appears when you turn corners. There is always a very physical force that provides the centripetal force, whether it’s the tension in a string (for whirling a mass-on-a-string) around, friction from the road on your car tyres (for driving a car around a circle), the lift force from an aeroplane’s wings (for an aeroplane banking) or gravitational attraction (for the earth orbiting the sun).
I’m not sure I did a great job during class of explaining this, but at least I know now to look out for this misunderstanding with students in first year. And it also demonstrates that if you don’t ask questions of the students, you really don’t have a clue what they are thinking. | https://blog.waikato.ac.nz/physicsstop/2011/03/14/the-mysterious-centripetal-for/ |
Jim…thank you for your reply. I initially wanted to clarify a slight misrepresentation in your article. My article is called “Does Gravity Make Sense?” not “does gravity exist?”. They are different concepts. I’m questioning how gravity is being represented by mainstream science today not that objects have mass or that they fall from the sky.
In any event, the example that I used provided a single frame of reference with respect to a spinning disk. I used a disk with a 10m radius that spins at 10 m/s with a person of 72kg on the outer rim. The person would experience 720N/kg of centrifugal force. I don’t think that is in question. I then go onto saying that unless the person holds onto the disk (via an attached handle of some kind), they would be flung from the disk at 720N/kg. Again, I don’t think that is in question either. The centripetal force is an inward force that requires the handle and the person to be attached to the disk at all times.
A more illustrative example would be the Olympic hammer throw. The athlete is holding onto a tether which is attached to heavy weight. The spinning motion of the athlete creates the centrifugal force which flings the weight outwards. The strength of the athlete keeps the hammer from leaving a circular orbit via a centripetal force. The inward force (centripetal) is provided by the athlete which is ‘balance’ by the centrifugal force. But all the spinning objects in that frame of reference are and must be attached together.
There is no empirical evidence of a centripetal force acting on a body that is not attached to the spinning body. How could it?
There are no real world examples of a free floating object being acted on by a centripetal force. You can mathematically present a centripetal force acting on an object but it is missing the real world necessity of being attached to or apart of the spinning object. The centripetal force is a function of a spinning object; it is not a separate force that can be applied to an object outside that frame of reference. To be part of that frame of reference, an object would, by necessity, need to be attached to the spinning object.
For example, the person in the disk example above, is not part of the frame of reference unless they hold onto the disk with sufficient force. They are literally removed from the frame via the centrifugal force.
Therefore, I would conclude that any object that is rotating around the earth must, by necessity, be attached to the earth to be part of that frame of reference for any object not attached is subject to the centrifugal force and will be removed from the frame.
If we take a real world example of a person of 72kg standing on the surface of the earth and if they are standing at the equator and if the earth is spinning at 1000miles/hr then they are subject to a centrifugal force of 2.2N/kg. If gravity is acting on the person with 9.8N/kg then a total force of 7.6N/kg is present. The centripetal force is not part of the frame of reference for that person as shown above.
As the mass of the object increases, the centrifugal force increases. Therefore, an object greater than ~330kg should become “weightless” on the surface of the earth. This is obviously not happening nor are people 22% lighter at the equator than they are at the north pole. Additionally, the person would not feel heavier if they grabbed hold of something attached to the earth.
What I’m showing is that there is a discrepancy between real world situations and the mathematical examples presented by modern science. At this juncture I can only conclude that the centripetal force is being improperly applied across multiple spinning frames of reference to account for the discrepancy and if that is the case then we cannot be in a spinning frame of reference (as shown above). | https://eternalworldorder.com/2015/07/10/a-discrepancy-in-the-use-of-the-centripetal-force/ |
A ball with initial velocity 0 and mass m starts at the top of a hemisphere and begins to slid down the frictionless side. The radius of the hemisphere is r. At what angle does the ball fall off the hemisphere?
Homework Equations
mgsintheta, mgcostheta, fn
mv^2/r
The Attempt at a Solution
I guess that you can split mg into mgsin theta and mg cos theta and that one of them would create centripetal force. Then you can find where the centripetal force is 0 because there would be no normal force when the ball falls off? I'm not sure. Also, my teacher mentioned that there is a way to solve this with and without calculus. | https://www.physicsforums.com/threads/ball-falling-of-a-hemisphere.516033/ |
If you actually think about how gravity is supposed to work, you might find that there are significant issues with the theory. I’m just pointing out some factors that might be furiously refuted since without gravity (as it is proposed by the majority of scientists), the universe would be a completely different place. So I’m moving into a territory that is highly guarded and sanctified.
If we grant that there is a force “pulling” towards the center with a force of 9.8 Newtons/kg at all points on the ‘globe’ simultaneously *and* a centrifugal force that pushes away from the center at such insignificant values, then magical traits would have to be applied to the centripetal force. To put this into perspective, if you are standing on a disk (r=10m) that spins at 10 m/s and a person with a mass of 72kg stands on the edge of this disk, they would feel 720N of outward force (centrifugal). The only way that the centrifugal force can be ‘balanced’ is by having the person hold onto the disk with a greater force than 720N. In other words, the centripetal force. If this person stands close to the center of this disk [cos(89)X10] then then would only have to hold on with 0.2N.
http://www.calctool.org/CALC/phys/newtonian/centrifugal
So what is the difference between gravity and centripetal force? Of course centripetal force is valid if the object is attached to the center of a spinning globe by a rope or some kind of real tensor (like a tree rooted in the ground). However, centripetal force can not be applied to an object that is not tethered to the center of a spinning globe unless you are applying some kind of magical grappling force to it (I hope not). So for objects like people or cars or dogs, you can only apply gravity and the centrifugal force (and no the dog is not tied to a tree by a leash). So we are left with a tiny centrifugal force and gravity.
A 72kg person at the equator will have 705N of force due to gravity on them at all times (9.8 N/kg * 72kg). The centrifugal force at the equator is only 2.4N or an effective force of 702.6N. At the 89th parallel it is effectively null. So the centripetal and centrifugal forces are inconsequential to our experience on this ‘globe’.
What we are now dealing with is the 702.6N-705N of force that is pulling down on the average human. So 9.8N of force is being applied to every atom (and supposedly a lot of empty space) in that body so that the person in question ‘weighs’ 72kg. However, the force of gravity on an object reduces at the square of the distance from the source. So the hydrogen atoms at the top of my head weigh less than the hydrogen atoms in my feet – unless I’m lying down or standing on my head.
https://en.wikipedia.org/?title=Inverse-square_law
To get a real measurement of gravity we need to get the source value of gravity on Earth at its core. As far as I can tell, there is no clear answer as to how gravity functions below the surface. Some theorize that it decrease as you leave the surface and head towards the core. But how can that be? This means that the surface of the Earth is the center point of mass. So how can we get the actual source value for gravity? Without that, no one can give a real answer as to what the value for gravity on the earth’s surface is. The only answer I have is to reverse the formula when heading towards the core of the earth. At 4000 miles from the earth’s core gravity is 9.8 N/kg. The surface area is A = 4πr^2 @ 4000 miles = 200960000. So the energy or intensity decreases (divided by 4) as the distance r is doubled (or increases and inverted going in the other direction). At 2000 miles then the intensity of gravity would be 9.8 N/kg * 4 = 39.2 N/kg. At 1000 miles it would be 156.8 N/kg. 500 miles would be 624 N/kg; 250 miles 2496 N/kg…etc..etc.
Therefore, 8000 miles from the core of the earth would be 2.45 N/kg which makes the idea of weightlessness at 200 miles above the surface a little suspect. I don’t see how an object like the ISS (370,131kg) is able to ‘float’ at a orbit of only 4200 miles from the earth’s core. It would still be have an effective ‘weight’ very similar to what it would have on the earth’s surface (about 2.5% less ‘weight’). Even at 8000 miles the ISS would ‘weigh’ 92,532kg and would still fall back to earth. Until the object approaches the Moon at approximately 110,000 miles, the gravity of earth will always be greater. However, gravity due to the sun will begin to pull at a greater force than both the moon and the earth at similar distance. With this in mind, I don’t see how space travel is possible without massive amounts of fuel and propulsion.
As an aside, you can’t really have an effective gravity ‘at sea level’ since there can’t be a ‘sea level’ on a globe due to the roundness of the water (which really makes no sense at all). And if we are on a spinning globe, there seems to be a magical grappling effect on every water molecule via the centripetal force that keeps the water in a spherical shape. This then puts the concept of orbiting objects into question since the centripetal force is the only thing keeping it in a circular orbit (or is it pear shaped…I can’t keep up) and the centripetal/centrifugal force is a fraction of the ‘pull’ of gravity, then all objects must fall. The counter argument that since the object is in the ‘vacuum’ of space and a force perpendicular to the pull of gravity (ie. Newton’s first law) which keeps it in orbit is nonsensical since the force of gravity is greater than the centrifugal force and weightlessness can’t be within such proximity to the earth’s surface. A constant pull is being applied perpendicular to all orbiting objects therefore they cannot ‘float’ in ‘space’ without the addition of acceleration (ie rockets or other forms of propulsion). And finally, the question of *how* a planet stays in an orbit without additional forces is beyond me. What is supplying the additional acceleration? The gravitational forces of the sun would have long ago exhausted any capacity to stay in an orbit. | https://eternalworldorder.com/tag/gravity/page/2/ |
A student in my office temporarily confused the words centripetal and centrifugal. This started me thinking about these two words. They mean different things, but do sound and look similar. I have previously talked about the difference between fake and non-fake forces, but let me quickly define these two:
- Centripetal: This is the force needed to make something move in a circle. The force could actually be a number of things such as: friction, gravity, tension in a rope or any combination. Centripetal force is a name for a real force that has the role of making something move in a circle. This force is always directed towards the center of the circle of motion.
- Centrifugal: This is a fictitious force needed to make a non-inertial (accelerating) reference frame seem like it is not accelerating. This fake force is what it "seems" like pushes you away from the center of the circle of motion.
So, the two key differences: centripetal is real and pushing towards the center of the circle. Centrifugal is fake and pushes away from the center. To look up their word-origins, I used the Online Etymology Dictionary. First I looked up "centripetal".
And here is the origin for "centrifugal".
The problem is that these two origins seem to say the same thing. Center and fall or flee, which I interpret as "away from". Not good. If you look at the other interpretations of petition, it says "a request, solicitation". Also, "to require, seek, go forward". This is better. Centripetal force is the force REQUIRED for circular motion. Centrifugal force is the force that makes something flee from the center. | https://www.wired.com/2009/04/centripetal-vs-centrifugal-word-origins/ |
Introduction:
A force is a push or pulls that an object experiences due to its reaction with another object. Force is a vector quantity which affects the motion of an object. There are a variety of forces acting in the universe. The effects of forces are felt by everything and everyone.
You may also want to check out these topics given below!
- Force: Push And Pull Action
- Types of Forces
- Centripetal and Centrifugal Force
- Pseudo Force
- Balanced Force
Types of Forces and their Effects
Broadly speaking, forces can be categorized into two categories:
- Contact force
- Action-at-a-distance force
These two categories of forces affect objects differently.
What is Contact Force?
A contact force is any force that requires contact to occur. If two surfaces are not in contact, they can’t exert a normal force on each other. Some types of contact forces are listed below.
Applied Force:
It is the direct force applied to a body by another body.
Example: When you push a bottle across a table, it is an example of applied force.
Frictional Force:
Friction is the force experienced by an object when it moves or tries to move on a surface. It is a resisting force.
Example: Resistance experienced by a kid while coming down a slide or by a ball rolling on concrete.
Air Resistance Force:
Air resistance is a type of frictional force experienced by objects moving through air. Like normal friction, air resistance is also resistive by nature. The power of this force depends on the speed of the object as well as its surface area.
Example: A skydiver using a parachute experiences air resistance which slows him down and allows him to land safely.
Tension Force:
Tension is the force experienced by a fully stretched object such as a string. Tension force acts along the wire and exerts equal pressure at each end.
Example: The tension in the string of a guitar decides the nature of its vibration and as a result, the nature of the sound it will make.
Spring Force:
It is the force exerted by a spring when it is compressed or stretched.
Example: If you stretch a spring and then leave it, it will return to its original position as a result of spring force.
What is Action-at-a-distance Force?
Action at a distance is the concept that an object can be moved without being physically touched by another object. Some types of action-at-a-distance forces are listed below.
Gravitational Force:
It is an attractive force exerted by large bodies such as planets and stars.
Example: The solar system is a result of the Sun’s gravitational force on the planets.
Magnetic Force:
It is the force which a magnetic object exerts on ferromagnetic materials or other magnets.
Example: The door of a fridge remains shut due to the magnetic force between the door and body of the fridge.
Electrical Force:
It is the force experienced by all electrically charged particles in the universe. It can be both attractive and repulsive in nature based on the charge of the particles.
Example: The standing up of hair due to cold or any other sensation is an example of electrical force. | https://byjus.com/physics/effects-of-forces/ |
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- Time:
Sunday, November 13, 2016 - 5:10pm-5:30pm
Pyrolysis of heavy oil in supercritical water (SCW) occurs under elevated pressures and temperatures, when two phases often co-exist in the reacting mixture. Based on published experimental data in the literature, we propose a fractional-order lumped reaction kinetic model considering two phases (an oil-rich phase and a water-rich phase). Using our kinetic model, the pyrolysis of a heavy oil droplet (D=0.5mm) in a bulk of SCW is simulated as the coupling of kinetics, thermodynamics and transport phenomena. Results show that the phase behavior plays an important role in the pyrolysis reactions of heavy oil: (1) asphaltenes are heavily concentrated in the center of the original oil droplet, which speeds up the reaction compared to the process without water; and (2) maltenes quickly diffuse into the water-rich phase and become diluted, which slows down the coking from maltenes and thus suppress the overall coke formation. Modeling of this study can help design the heavy oil pyrolysis reactor using SCW, and indicates that phase behavior may also be important in other reactors using supercritical fluids.
Topics: | https://www.aiche.org/conferences/aiche-annual-meeting/2016/proceeding/paper/36g-numerical-study-heavy-crude-oil-pyrolysis-supercritical-water |
The centripetal force depends on the mass of the object speed of the object its from Five trials were done to achieve high precision and accuracy among the. This is sometimes referred to as the centripetal force requirement. The word . where the Theta in the equation represents the angle between the force and the. Learn what centripetal forces are and how to calculate them. neither mass is moving vertically and there is minimal friction between the string and tube?.
During the turn, the car travels in a circular-type path. That is, the car sweeps out one-quarter of a circle. The friction force acting upon the turned wheels of the car causes an unbalanced force upon the car and a subsequent acceleration. The unbalanced force and the acceleration are both directed towards the center of the circle about which the car is turning. Your body however is in motion and tends to stay in motion.
It is the inertia of your body - the tendency to resist acceleration - that causes it to continue in its forward motion. While the car is accelerating inward, you continue in a straight line. If you are sitting on the passenger side of the car, then eventually the outside door of the car will hit you as the car turns inward. This phenomenon might cause you to think that you are being accelerated outwards away from the center of the circle.
In reality, you are continuing in your straight-line inertial path tangent to the circle while the car is accelerating out from under you. The sensation of an outward force and an outward acceleration is a false sensation.
There is no physical object capable of pushing you outwards. You are merely experiencing the tendency of your body to continue in its path tangent to the circular path along which the car is turning. You are once more left with the false feeling of being pushed in a direction that is opposite your acceleration.
The Centripetal Force and Direction Change Any object moving in a circle or along a circular path experiences a centripetal force. That is, there is some physical force pushing or pulling the object towards the center of the circle. This is the centripetal force requirement. The word centripetal is merely an adjective used to describe the direction of the force. We are not introducing a new type of force but rather describing the direction of the net force acting upon the object that moves in the circle.
Whatever the object, if it moves in a circle, there is some force acting upon it to cause it to deviate from its straight-line path, accelerate inwards and move along a circular path.
Three such examples of centripetal force are shown below. As a car makes a turn, the force of friction acting upon the turned wheels of the car provides centripetal force required for circular motion. As a bucket of water is tied to a string and spun in a circle, the tension force acting upon the bucket provides the centripetal force required for circular motion.
As the moon orbits the Earth, the force of gravity acting upon the moon provides the centripetal force required for circular motion. The centripetal force for uniform circular motion alters the direction of the object without altering its speed. The idea that an unbalanced force can change the direction of the velocity vector but not its magnitude may seem a bit strange. How could that be? There are a number of ways to approach this question. One approach involves to analyze the motion from a work-energy standpoint.
The Centripetal Force Requirement
Recall from Unit 5 of The Physics Classroom that work is a force acting upon an object to cause a displacement. As the centripetal force acts upon an object moving in a circle at constant speed, the force always acts inward as the velocity of the object is directed tangent to the circle.
This would mean that the force is always directed perpendicular to the direction that the object is being displaced. The angle Theta in the above equation is 90 degrees and the cosine of 90 degrees is 0. Thus, the work done by the centripetal force in the case of uniform circular motion is 0 Joules.
Recall also from Unit 5 of The Physics Classroom that when no work is done upon an object by external forces, the total mechanical energy potential energy plus kinetic energy of the object remains constant. So if an object is moving in a horizontal circle at constant speed, the centripetal force does not do work and cannot alter the total mechanical energy of the object.
For this reason, the kinetic energy and therefore, the speed of the object will remain constant. The force can indeed accelerate the object - by changing its direction - but it cannot change its speed.
Centripetal Force: Definition, Formula & Examples - Video & Lesson Transcript | nickchinlund.info
In fact, whenever the unbalanced centripetal force acts perpendicular to the direction of motion, the speed of the object will remain constant.
For an unbalanced force to change the speed of the object, there would have to be a component of force in the direction of or the opposite direction of the motion of the object.
Applying Vector Components and Newton's Second Law A second approach to this question of why the centripetal force causes a direction change but not a speed change involves vector components and Newton's second law. The following imaginary scenario will be used to help illustrate the point. Suppose at the local ice factory, a block of ice slides out of the freezer and a mechanical arm exerts a force to accelerate it across the icy, friction free surface. Last week, the mechanical arm was malfunctioning and exerting pushes in a randomly directed fashion.
What is a centripetal force?
The various direction of forces applied to the moving block of ice are shown below. For each case, observe the force in comparison to the direction of motion of the ice block and predict whether the force will speed up, slow down or not affect the speed of the block. When an object is traveling in a circular path, centripetal force is what keeps it fixed in that path. Learn more about this force, how it is calculated and examples of its occurrence.
A quiz is provided to test your learning. Definition of Centripetal Force Do you remember riding on the merry-go-round as a kid? Did you ever stand at the very edge of the merry-go-round and hold on tight to the railing as your friends pushed the wheel faster and faster? Maybe you remember that the faster the wheel turned, the harder it became to hold on.
You might not have known it at the time, but you were creating a balance between two forces - one real and one apparent - in order to stay on that circular path. Merry-go-rounds are a perfect example of how a force is used to keep an object moving in a circular path. Your body wanted to fly off the merry-go-round in a straight line, but your hands exerted an opposing force to keep you on.
The tendency for your body to fly off the merry-go-round is called centrifugal force. It isn't a real force, but an apparent one. | https://nickchinlund.info/relationship-between-and/relationship-between-centripetal-force-and-mass.php |
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Chapter-5: Circular Motion, the Planets, and Gravity Circular Motion: Centripetal acceleration Centripetal force Newton’s law of universal gravitation Kepler’s laws of Planetary motion The moon and other artificial satellites
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Vehicle on a Curve The car failed to negotiate the curve. Why? A: Not enough centripetal force.
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Centripetal Acceleration (a c ) and Force (F c ) Q: Consider a ball of mass, m twirled in a horizontal circle at constant speed, v. Is there any acceleration? A: Yes. Centripetal Acceleration Centripetal acceleration is the rate of change in velocity of an object that is associated with the change in direction of the velocity. It is always perpendicular to the velocity vector and points toward the center of the curve.
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Examples A ball of mass 0.3 kg, tied to a string is traveling at a constant speed of 2 m/s in a circle of radius 0.8 m. a. What is the centripetal acceleration of the ball? b. What is the tension in the string? If the string breaks at point A, what will be the subsequent motion?
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Ball twirled in a horizontal circle Q1: What force produces the centripetal acceleration? A1: The horizontal component of the tension in the string. Q2: What is accomplished by the vertical component of the tension? A2: It supports the weight of the ball.
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Centripetal Force In our daily lives we come across many types of circular motions. Centripetal force is necessary for any of these circular motions. Car rounding a flat-curve Car rounding a banked-curve
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Newton’s Law of Universal Gravitation Every body in the universe attracts every other body with a force that is directly proportional to the product of the masses of the bodies and inversely proportional to the square of the distance between the bodies. The law of gravitation is universal and very fundamental. It can be used to understand the motions of planets and moons, determine the surface gravity of planets, and the orbital motion of artificial satellites around the Earth.
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Kepler’s Laws of Planetary Motion Kepler’s first law deals with the orbit of a planet around the sun. It says that the planets move in elliptical orbits with the sun at one of the focal points.
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Kepler’s 2 nd Law Kepler’s second law deals with the fact that the speed of a planet changes as it orbits the Sun. When the planet is closer to the Sun it moves faster and it moves slower when it is further from the Sun. It can be stated as follows: The planets move along the elliptical orbit so that the line that connects the planet to the Sun sweeps equal areas during equal times.
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Kepler’s Third Law Kepler’s third law gives a relationship between the orbital period of a planet and the average distance of the planet from the Sun. It can be stated as follows: The square of the orbital period of any planet is proportional to the cube of the average distance from the planet to the Sun. http://csep10.phys.utk.edu/astr161/lect/history/kepler.html
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Newton’s Imagination and Artificial Satellites http://spaceflight1.nasa.gov/realdata/tracking/index.html
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Synchronous Satellite Synchronous satellite has a period similar to that of the rotation of earth, 24 hours. Stays at the same point above earth in the plane of the equator. Digital satellite system uses such satellites as relay stations for TV signals that are sent up from the earth's surface and then rebroadcast down toward the dish antenna.
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You need two points to calculate it. The slope is then the coefficient of the line passing for the two points, i.e.: m = ( y2 - y1 ) / ( x2 - x1 ) To get it in form of an angle use the arctan(m) function.
Until now in physics, you've probably been ignoring friction to make things simpler. Now, it's time to include this very real force and see what happens. Feb 02, 2016 · (a) Calculate the acceleration of a skier heading down a 10.0o slope, assuming the coefficient of friction for waxed wood on wet snow. (b) Find the angle of the slope down which this skier could coast at a constant velocity. You can neglect air resistance in both parts. Static friction μs:0.14 Kinetic friction μk:0.1
Motion on a Curve => The net force on a car traveling around a curve is the centripetal force, Fc = m v2 / r, directed toward the center of the curve. => For a level curve, the centripetal force will be supplied by the friction force between the tires and roadway. | https://eipon.protezionecivileprestine.it/friction-slope-calculator.html |
What is quality control in kitchen? Quality control (QC) is a reactive process and aims to identify and rectify the defects in finished products. It can be achieved by identifying and eliminating sources of quality problems to ensure customer's requirements are continually met.
What are the 4 types of quality control?
|No.||Description|
|1||Process control|
|2||Control charts|
|3||Product quality control,|
|4||Process control|
How do restaurants maintain quality control?
What is quality assurance and control in a restaurant kitchen?
Quality Assurance (QA) Almost all restaurants have some sort of QA program involving cleaning, customer service, food tasting, presentation, secret shopper, and other criteria designed to improve and protect the brand. Managers usually incorporate these items in a checklist that could be called an audit.
What are the types of quality control?
There are seven primary quality control tools which include:
Related favorite for What Is Quality Control In Kitchen?
What are some examples of quality control?
Examples of quality control activities include inspection, deliverable peer reviews and the software testing process. You may like to read more about the quality assurance vs quality control.
What is the difference between QA and QC?
Although QA and QC are closely related concepts, and are both aspects of quality management, they are fundamentally different in their focus: QC is used to verify the quality of the output; QA is the process of managing for quality.
Why quality control is to be done?
Quality control involves testing units and determining if they are within the specifications for the final product. The purpose of the testing is to determine any needs for corrective actions in the manufacturing process. Good quality control helps companies meet consumer demands for better products.
How do you determine quality of food?
Commonly tested properties of food products include the color, viscosity, weight, thickness, granulation size and texture. Physical testing in the application of food primarily acts as an indicator of quality, but it can also be used for ensuring product consistency.
What is quality assurance in restaurants?
The Restaurant Quality Assurance Program template is a series of inspection points and checklists to obtain systematic and consistent feedback concerning a restaurant's adherence to predetermined quality and consistency standards.
Why is food quality control important?
In cooperation with the departments of production, research and development, engineering or operations, the department of quality control analyzes manufacturing processes to "Hazard Analysis and Critical Control Points." The integrity and safety of food products should be ensured through the identification and
What is the difference between QA and QC in food industry?
Quality assurance is process-oriented and focuses on defect prevention. It aims to stop defects occurring during processing. Quality control is product-oriented and focuses on defect identification. This is a reactive process that seeks to identify and rectify any defects in finished products.
How do you apply quality control?
What are quality techniques?
Quality techniques include all tools, procedures and methods that are used in the field of quality management and quality assurance at all product creation levels to solve specific problems.
What is the quality control plan?
Quality Control Plan (QCP) is a written set of procedures and activities aimed at delivering products that meet quality objectives for a project as stated in contract documents and other procedures, manuals, and guidance.
What are the 3 main objectives of quality control?
3 main objectives of quality control: enhance product quality and reduce risks, gain production efficiencies, and garner customer loyalty.
What are the two types of quality control systems?
Methods of Quality Control and Quality Assurance
Quality is essential for a business to succeed, and there are two primary ways of managing quality – quality control and quality assurance.
What are the four stages of quality?
Total quality management (TQM) has evolved over four stages: quality inspection, quality control, quality assurance, and TQM (Dahl- gaard, Kristensen, and Kanji, 2002).
What is standard in quality control?
Quality Glossary Definition: Standard. Quality standards are defined as documents that provide requirements, specifications, guidelines, or characteristics that can be used consistently to ensure that materials, products, processes, and services are fit for their purpose.
Which ISO is known as quality standard?
ISO 9001 is defined as the international standard that specifies requirements for a quality management system (QMS). Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements.
Which comes first QA or QC?
Quality assurance activities monitor and verify that the processes used to manage and create the deliverables have been followed and are operative. Quality Assurance is a proactive process and is Prevention in nature. It recognizes flaws in the process. Quality Assurance has to complete before Quality Control.
When should QA start?
Answer: QA activity should start at the beginning of the project. The more early it starts the more beneficial it is to set the standard for achieving the quality. The cost, time and efforts are very challenging in case the QA activities get delayed.
What are the documents required for quality control?
List of mandatory documents required by ISO 9001:2015
What is another name for quality control?
In this page you can discover 10 synonyms, antonyms, idiomatic expressions, and related words for quality control, like: quality assurance, vetting, q&a, cross-check, review, survey, traceability, process control, ISO9000 and OH&S.
What is the difference between inspection and quality control?
Quality control refers broadly to the process of managing product quality to meet a desired standard. Inspection is only a part of this process used to identify quality defects in products. Inspection can help you find any defects earlier in production before they affect the majority of a shipment.
What is the first step of QA?
Explanation: Identification of customer need is the first step of QA after which further basic elements of QA are identified. QA depends not only on QC but also on the activities of the entire company. | https://anyanswer.co/what-is-quality-control-in-kitchen/ |
Quality Engineering will survive the various challenges encountered in transverse in the organization?
This is a good question for an emerging practice, at the crossroads of several disciplines, between Business and IT.
You can read an introduction to the Quality Engineering perspective in this article.
In order to answer it, I have selected 9 challenges that Quality Engineering must face to maintain its contribution of value in the ecosystem.
#1 Address the (real) issues
Let’s put ourselves in a situation.
As a good Quality Engineer, you are connected to the customer complaint system, not just to IT ticketing.
Several customers complain about a degraded purchase and post-purchase experience, raising cross-functional issues in the organization.
Where to start? What data to analyze, correlate, highlight? What problems seem to be underlying?
The increasing complexity of ecosystems and organizations makes it difficult to navigate.
Problem management is a demanding practice, especially if applied to the whole organization.
Identifying, focusing and solving the real issues is a real challenge, exemplified by the amounts of projects not delivering the expected value.
The answers are not in the modalities of execution, in a multi-year plan or in agile sprints, in SOA, microservices, but in the subjects addressed.
Problem management is an organizational skill that Quality Engineering must animate, to identify real problems and improve the structural performance of the system.
Counter intuitively, problem-solving fundamentally needs human interactions.
#2 Develop a collaborative organizational system
Even if uncertain and unpredictable, the structure and organization of a system allow behavior to be supervised.
Regardless of the model, the system must create a capacity for collaboration outside organizational and hierarchical silos, supporting problem-solving.
The organization must therefore promote transversal exchanges when they are necessary while orchestrating manual, semi-automatic and automatic tasks between the actors.
Missions, values and other incentive mechanisms must be reviewed to align with the target of organizational changes.
The various elements of the system must be considered and approached as a corporate change management project as such.
In addition, performance measurement must evolve to promote the development of the system.
#3 Driving a Purpose-Driven and Value-Driven organization
The energy, vision and culture through which employees are driven is the fuel for change.
Asking the following question is often rich in enrichment: “What are you contributing to?”
A response relating to the next development tickets in progress denotes a lack of sharing of a common vision and culture.
On the other hand, you can hear “I am participating in the construction of our platform of tomorrow at the service of our customers”.
The shared vision that drives employees is one of the key characteristics of a Purpose-Driven organization.
On this subject, I personally recommend the book Man’s Search for Meaning.
Notable advantages emerge such as better initiative, motivation at work and collaboration in the service of company performance.
The advantages of a Value-Driven organization are explicit in its definition.
A team is value-driven when the team members value working together; they are constantly improving themselves, their team, their environment, and their tools; and they live to live an appropriate set of Values.
Culture and shared meaning are a real challenge for Quality Engineering wishing to animate a transversal customer-oriented dynamic.
#4 Manage organizational knowledge
Collecting, maintaining and disseminating knowledge is a challenge for organizations.
As for customers, “Anywhere, Anytime” also applies to access to information.
The growing complexity of organizations does not simplify the task of Quality Engineering, which often has to navigate between different and poorly integrable sources.
With a little luck, the company will have capitalized on a portal for a minimum of product documentation.
The knowledge issue is broader, encompassing both functional and technical issues.
Stakeholders also want usable formats, adding a visualization issue.
To make the task more complex, knowledge is increasingly dynamic.
#5 Develop Analytics and Observability
Processes are alive, evolving and must be observed in motion.
The field of Analytics is about creating value by analyzing data, reports and other metrics.
It supports better quality decision-making, based on history and increasingly on forecasts.
Observability focuses on the perception of the state of a system by analyzing its attributes and data accessible externally.
Concretely, do you know how to observe your different digital customer experiences in real-time?
The complexity of uses, organizations and technologies most often results in a partial view of the processes.
The emergence of Process Mining, Data Mesh architectures and metric standards, events are helping us.
In the meantime, Analytics and Observability remain real challenges for Quality Engineering, which will often have to cross several reports.
#6 Deploy automation
Beyond the technological challenge, automation presents real topics of adoption and state of mind.
One might ask: “Why not automate everything?”
Balance, relevance and common sense must be considered.
Tasks can be temporary and unstable making their automation unnecessary.
Some processes may require regular adaptations before they are robust. In addition of a high cost of rework, the delay of feedback loop slows down the improvement iterations.
Keep in mind the Bill Gates quote about the scale inefficiency of automating a bad process.
For other tasks, automating is just not possible yet.
I will pass you the challenges inherent in automation such as training, the technological implementation of RPA, or finding the necessary profiles.
Quality Engineering is to enable a fair adoption and transferring the value of automation at the company’s service.
#7 Speed up software delivery under constraints
A developer must be able to deliver a line of code that the customer can use in a matter of minutes.
All this while ensuring 24/7 availability, multi-country, on various smartphones and devices, security, scalability, …
It is with these constraints that the complex balance of acceleration and control of the quality of software.
Processes often reveal their limits when taken to their extremes, a situation increasingly common in companies.
Quality Engineering must succeed in being at the service of an efficient development flow to make their lives easier.
Provide a real development platform allowing to deliver, validate and react quickly emerged in the concepts of Developer Platform, DevEx, Engineering Productivity.
Even if No-Code or Low-Code is on the rise, it won’t solve all of our problems, development experience, or DevEx, remains a major subject.
#8 Maintain a consistent DevEx between environments
To meet our various constraints, distributed architectures and test environments have emerged.
On the other hand, we have created other problems: the coherence of the various environments between them.
Test Environment Management (TEM) and Test Data Management (TDM) are too often underestimated.
The use cases have been detailed, why worry about the environment and the datasets?
To guarantee the value-added of the teams.
Even with the best trendy IDE or Cloud solutions, a developer will be unproductive if he loses 4 hours trying to integrate his development, for each change.
The integration and consistency of environments is the main subject for Quality Engineering, which increases the performance of teams.
#9 Gradually adopt AI
Let’s finish with our last bullet, the famous Artificial Intelligence (AI).
Difficult to identify the projects that have gone to production with so much enthusiasm for the subject.
Its goal is to automate complex and reactive decision matrices at scale.
Setting up real AI processes is an advanced form of automation, more complex organizationally, technologically, but also humanely.
We would like to have a Quality Engineering AI making the best recommendations and adjustments to developments.
We are still a long way due to the immaturity of AI on development processes and operationalization challenges.
We need to keep hope and as with Observability, focus on a more restricted and defined scope, with sufficient data.
What probability of survival for Quality Engineering?
The survival of companies will largely depend on their ability to create efficient organizational systems, beyond technological change.
This is why I believe in an Enterprise Quality Engineering, transverse and contributor of value on all the processes and customer experiences.
The challenges identified remain valid, knowing them is the first step in adapting your approach.
A capacity to adapt, which, like humans, improves our chances of survival. | https://qeunit.com/blog/the-9-risky-shots-for-quality-engineering/ |
It is important to note that quality management is a very complex field. Primarily, it makes sure that the level of quality in software is achieved. The meaning, therefore, is that it will include the management of quality of the raw material but also includes products, assemblies, components, and production-related services. One of the important things to learn therefore is that quality control involves the process of checking and developing product conformity in accordance with the requirements. To ensure that the process is faultless, it basically designs the process. Before product production can begin, this process helps a lot in finding and correcting defects of the program.
There are quality systems that must be set up, therefore, procedural and administrative tasks. The main aim of this system. Therefore, is to ensure that there is a right methodology, it also examining standards and ensures there is the quality enhancing the environment for the product development process. Having a quality assurance system, therefore, is important when it comes to focusing on the process, process standards, checklists, project audits, methods as well as procedures and development.
Something else you need to discover more is that there is a difference between quality control and quality assurance. Quality control is all about identifying and preventing possible problems when it comes to product performance. To establish and prevent such defects, quality control can only uses statistical tools. On the other hand, quality assurance are QA testing of software that ensures that manufacturing software can meet the specific requirement. It is therefore all about quality management by ensuring that quality requirements and processes are examined. In case you have any more questions you can always find this website with more information on quality assurance versus quality control.
It is good to also learn more about quality assurance in software testing. Basically, they are protocols that are very essential in guaranteeing a great outcome of the software product and this service for organizations and customers. project managers and quality teams, therefore, must be careful to formulate assurance plans and templates that will help a lot in the audit, quality control, procedures, processes and project activities. It is a managerial responsibility that focuses on preserving the integrity of your product.
It is also important to note that SQ A is an engineering process for testing quality and solving products problems. The IEEE standards are very critical in formalizing the software lifecycle. This is where the Mitre and systems engineers are very helpful in ensuring that they guide and design quality assurance programs. Learning more about quality management principles, you can read more now on ISO paper quality management principles. It is a requirement that you meet quality standards meaning that you have to modify your processes and management to meet this requirement. | http://3aww.info/finding-ways-to-keep-up-with-3/ |
Lynceus develops real-time AI-powered quality control tools for high-value complex manufacturing processes.
Many industrial processes are hindered by sub-optimal yields in production and late discoveries of defects, ranging from defective semiconductor wafers voiding whole batches to inherent variability in biological processes causing unpredictability in yields in bioproduction.
We believe that manufacturers should not have to choose between maximal product reliability, competitiveness and efficiency. To address this, we have developed a focused process-centric approach to leverage patented proprietary AI models. These tolerate a high variability in dynamic data and integrate seamlessly and non-invasively in currently existing production systems.
At Lynceus, we strive to design the next generation of tools to help take valuable industrial processes into the 4.0 era. Our team includes ambitious people from a wide range of backgrounds and expertise, aiming to have a tangible impact and solve big problems.
We are always looking for humble, honest and driven individuals to join us! We frequently post openings below, but we also welcome spontaneous applications. | https://www.lynceus.ai/team |
In Project Management, the terms Quality Assurance and Quality Control are often used as synonyms. However, there are still quite a few differences between both.
In an overview, quality assurance (QA) is a set of activities ensuring the high functionality, productivity, and quality of products by removing any defects that may occur during the development of any custom software application or product. In comparison, quality control (QC) refers to the actions where the final product or software is inspected to ensure the highest quality. And both of these steps are crucially important for the success of any product or software. You can’t launch a faulty product in the market because your brand’s reputation and reliability are always at stake.
Let’s understand QA and QC roles under the umbrella of project quality management in detail.
Project Quality Management
Quality Assurance (QA) and Quality Control (QC) are both significant components of Project Quality Management and are used in different industries, including software development.
For example, in software development, the main goal of Quality Assurance is to track the performed process and prevent any defects during primary development. On the other hand, Quality Control is there to detect several possible risks associated with the final product. Both aspects bind together and will improve and ensure the development of successful software.
Differences between Quality Assurance and Quality Control
In the software developer environment, quality assurance and quality control play the most crucial role. The purpose for both is the same, however, with different approaches. Let’s understand the role of each in detail and how these both processes work hand in hand in quality management.
Duration
Duration is the first and yet the most critical difference between QA and QC. Quality Assurance is a process that’s implemented throughout the designing and development stage. In contrast, Quality Control is initiated at the completion or final stages when the product or software is ready and fully developed. So, consider QA to be a prerequisite of QC that needs to be completed before reaching quality control.
Focus
Quality Assurance focuses on process-oriented practices, such as how the software is being made, what tools and steps are being taken, how it will be delivered, etc. The QA process is bound to follow specific standards and methods based on software and customer requirements. On the other hand, Quality Control is a product-oriented practice that solely focuses on the final product/software. While testing the product, it also ensures that all the required standards were followed correctly.
Goal
In software app development, the ultimate goal of quality assurance is to avoid and prevent any defects (bugs, etc.), while quality control is accountable for identifying bugs at the final validation of the software. In short, verification should be considered as QA’s goal and validation as QC’s goal.
Responsibility
In a quality assurance process, apart from a QA engineer or analyst, multiple team members are involved in identifying and preventing defects during the software development process. Thus, the quality assurance team is responsible for the full software development life cycle. On the flip side, the testing team would be responsible for the software testing life cycle in the quality control process.
Final Thoughts
A clear understanding of the aspects of quality assurance and quality control for everyone involved in the project, let it be designers, developers, or stakeholders, can help minimize the defects. It also helps create a useful project and quality management plan, ensure the development of high-quality products and/or software, and ultimately preserve the clients’ trust.
At Odyssey Computing, we take the development of software very seriously, and our quality management team ensures that every standard and requirement is being met during the quality assurance and quality control process to provide defect-free software to our clients. | https://odysseyinc.com/category/software-development/ |
7 IT infrastructure skills in high demand
Working in IT requires a continuous process of learning new skills as technologies emerge or evolve. Yet, due to the wide variety of skills available, it’s important to spend time researching all the options to ensure that the skills you end up acquiring are both interesting and useful for your professional career.
Looking at hot IT infrastructure skills from 2022, I can see some trends forming. For one, the need for scripting, AI, and other automation processes is at an all-time high. From an infrastructure perspective, learning how to deploy and manage tools that intelligently ingest and analyze data is now a top priority.
It’s also no surprise that skills grounded in data security are in high demand. This includes expanding popular cloud and data center security frameworks, in addition to skills that help secure complex hybrid and multi-cloud environments.
Finally, a third skill pattern likely to be seen in 2022 will be the skills needed to deploy and manage new and emerging technologies such as private 5G and IoT.
Let’s take a closer look at the skills that I think are or will be important for IT infrastructure professionals:
1. Advanced cloud networking
Configuring advanced network settings in infrastructure-as-a-service (IaaS) cloud can be dramatically different from one cloud platform to another. Popular cloud providers, including AWS and Microsoft Azure, use different terminology and processes when it comes to designing, deploying, and maintaining network services according to proprietary best practice guidelines.
In addition to learning basic network services for each cloud provider, advanced networking within the enterprise also includes the need to understand and deploy multi-cloud management platforms layered across multiple clouds. While multi-cloud management can indeed simplify control and visibility of hybrid/multi-cloud architectures, it is critical to understand how overlay software interacts with each cloud provider’s infrastructure at the network level, from a performance and data security perspective.
2.Ops AI
As enterprise IT architectures become increasingly complex with multiple layers of software to scrutinize and analyze, using artificial intelligence to sift through and make sense of all data is quickly becoming a necessity. On the infrastructure front, AI platforms for IT operations (AIOps) are a way to leverage AI to analyze network traffic for performance and/or security issues. data.
To properly deploy and manage an AIOps platform in a corporate network, it is best for administrators to have a solid foundation in the following areas:
Network/device health monitoring
Network performance and security data collection
Automation/scripting techniques
Interpretation of analyzed data into actionable correction steps
3. Zero Trust for Secure Workloads
Most IT infrastructure professionals understand zero trust to be a set of principles that require users and devices to be identified, authenticated, and authorized before accessing corporate resources. What is missing, however, is the ability to secure backend workloads for processes that communicate and transport sensitive data between servers, data centers, and clouds.
Zero Trust Workloads will be the next iteration of the Zero Trust framework and the skills required to secure, monitor, and troubleshoot workload communications.
4. Containers
Containers have become very popular in the DevOps world for several reasons. On the one hand, they are light, requiring little CPU and memory resources. It’s also easy to move containers between a wide range of data center and cloud environments. Finally, the speed at which containers can be deployed is far superior to other deployment options.
However, the ability to build and publish is only half the battle. For IT shops that are in the early stages of adopting containers in the DevOps lifecycle, additional skills are required. These include modifying existing DevOps workflows to include container processes, streamlining container deployments using custom scripting/automation, and the skills required to manage containers using orchestration tools.
5. Performance management
Additionally, on the DevOps side of the IT house, application administrators who have a deep understanding of application performance management (APM) software will be in high demand. Since DevOps philosophies call for continuous application improvement on a consistent basis and within a Software Development Life Cycle (SDLC) framework, manually monitoring application performance and identifying ways to increase speeds and reduce latency are no longer effective. Instead, using APM tools that automatically monitor/assess applications, identify defects, and provide remediation steps is now a “must-have” instead of a “nice-to-have.”
6. Smart Building IoT for Health and Safety
The COVID-19 pandemic has changed the priorities of many technology projects. An example of technology that has gained interest lately is using the IoT to monitor the operational technology (OT) of physical buildings and campuses and to run automated environmental controls. This includes intelligent monitoring and adjustment of heating and cooling systems, real-time asset tracking, air quality sensor checks, smart lighting and occupancy metering.
With many commercial properties remaining at low occupancy levels due to large numbers of employees working from home, now is an ideal time to deploy and thoroughly test automated smart building systems with relatively little overhead. impact and interference on employees. The technical skills required for these types of smart building services include operating various IoT platforms, deploying and managing monitoring/alert systems, and extracting and analyzing data using built-in APIs.
7. Private 5G
While private 5G deployed within the enterprise has garnered enterprise interest for several years, little traction has been made from a production deployment standpoint. However, from 2022 and beyond, expect companies to start deploying private 5G networks in their facilities to address the real performance and security issues that Wi-Fi succumbs to. Skills within Private 5G include not only deploying and managing a Cellular Radio Access Network (RAN) – but also the ability to integrate 5G network and network slicing functions into the infrastructure an organization’s existing LAN/WAN via Quality of Service (QoS) translations.
What to read next: | https://ykmoyo.net/7-it-infrastructure-skills-in-high-demand/ |
A Guide on Quality Assurance and Importance
It is important to note that quality management is a very complex field. Primarily, it makes sure that the level of quality in software is achieved. It is essential therefore when it comes to the management of the quality of the raw material and assemblies, components, products as well as production-related services. One of the important things to learn therefore is that quality control involves the process of checking and developing product conformity in accordance with the requirements. To ensure that the process is faultless, it basically designs the process. Before product production can begin, this process helps a lot in finding and correcting defects of the program.
There are quality systems that must be set up, therefore, procedural and administrative tasks. Quality control, therefore, is helpful in creating the right procedure, examining standards and ensuring this quality enhancing environment for the product development process. This is a system therefore that will focus more on processes, checklists, project audits, project standards, maintenance, procedures and development of this product .
Something else you need to discover more is that there is a difference between quality control and quality assurance. Quality control is all about identifying and preventing possible problems when it comes to product performance. It, therefore, uses statistical tools to measure the defects. On the other hand, quality assurance are QA testing of software that ensures that manufacturing software can meet the specific requirement. It will therefore be responsible for checking quality requirements and processes. You can read more now about the differences as well as similarities so that you can be well informed.
Quality assurance in software testing is also crucial to know more about. These are defined as protocols that ensure a great outcome of a software product and this service both for customers and organizations. project managers and quality teams, therefore, must be careful to formulate assurance plans and templates that will help a lot in the audit, quality control, procedures, processes and project activities. It is a managerial responsibility that focuses on preserving the integrity of your product.
It is also important to note that SQ A is an engineering process for testing quality and solving products problems. The IEEE standards are to harmonize the software lifecycle when it comes to quality assurance processes. You will learn that the Mitre and systems engineers are very critical in guiding and designing their quality assurance programs. If you want to discover more about quality management principles, you should read more on ISO paper quality management principles. As you produce this service of product, it is important that you modify them to meet quality standards. | https://ketnyelvu.info/the-art-of-mastering-4/ |
Manufacturers invest significant time and resources into their quality control efforts to prevent defective products from ending up in consumers’ hands. Depending on the business and industry, quality management efforts can look very different. For example, quality control officers may perform checks at various stages of the production process or even a final random inspection to detect and identify nonconforming items.
In some industries, these quality control checks don’t suffice when manufacturers want to catch defects early in production. In such instances, quality control teams must examine the products during the very first production run to effect changes before wasting any additional resources.
This initial product examination is referred to as a first article inspection (FAI). Manufacturers in certain industries conduct this inspection because the products or parts should adhere to specific acceptable dimensions and related specifications.
In this post, we’ll discuss first article inspection and how manufacturers can adequately execute this quality management procedure with the help of digital tools.
What is a first article inspection?
A first article inspection is a process commonly conducted in a contract manufacturing environment that determines and confirms if a product or part has been made to a client’s specifications. This process is executed during the first production run, usually by internal quality control officers or a third-party party with the necessary lab or inspection equipment.
And despite the name, the inspection activity doesn’t necessarily point at the first item made. Instead, the quality inspectors assess one to five random parts from the first batch or mass production run. Then, the inspector randomly selects a part and determines if it matches the client’s instructions.
In many instances, the test parts are viewed against a golden sample – a part that perfectly meets all the desired specifications. In other situations, inspectors use specialized laboratory equipment to measure dimensions and other specifications, ensuring that the product falls within the precise tolerances and fit.
Additionally, the first article inspection evaluates the viability of the manufacturing process. If the assessment determines that the part meets the requirements, it also shows that the manufacturing process is ideal for further consistent production.
Streamline the way you approach quality inspections
Error-proof production steps, increase the efficiency and frequency of quality checks and ensure only high-quality materials and parts moves downstream.
When to conduct a first article inspection
Although production operations undertake various quality management procedures, first article inspection is more common in a few manufacturing industries. For example, the practice is more common in automotive, aerospace, medical device, and electronics manufacturing.
This is because these industries require a lot of precision when crafting their products. FAIs are particularly important because manufacturers in these spaces often outsource production to contract manufacturers.
Regardless of industry, first article inspections are performed in the following instances:
A new product has been introduced
The design of a product or part has been modified
There’s been a change in type or quality of raw material used
There’s been a change in the factory location
New processes have been adopted or otherwise changed
Production of an item has been resumed after a two-year gap or more
A manufacturing client has submitted a special request
Some isolated alterations, like changing the part’s packaging, don’t trigger fresh first article inspections. Instead, quality managers can conduct a partial assessment known as a delta first article inspection.
When inspectors complete the assessment, they generate a first article inspection report (FAIR).
What to include in a first article inspection report
A first article inspection report provides a summary from the inspector, showing whether the part or product passed or failed the assessment.
Although different manufacturers require particular items in the report, some industries have standard report requirements. For example, the aerospace industry requires first article inspections and reports to follow the AS9102B standard.
This standard report comprises three forms, namely:
Form 1 (Part Number accountability): This form identifies and provides details about the part being examined during the first article inspection. In addition, this form also details the various sub-assemblies and associated components.
Form 1 also identifies the manufacturer, customer purchase order, and the organization performing the inspection. Additionally, this form specifies the inspector, their signature and the inspection date.
The client also approves the FAIR on this form, stating the date of approval and signature.
Form 2 (Product accountability): This section of the first article inspection report shows the raw materials, special processes and functional testing required for the product design.
Furthermore, this form maintains the part, supplier and customer identification particulars identical to those in Form 1.
Form 3 (Characteristic accountability): Here, the report zeros in on the finer details for verification and compatibility evaluation. This form summarizes the design characteristics like dimensions and tolerances.
Additionally, it shows the drawing notes and contains bubble or balloon drawings for the part under inspection. Balloon drawings are used to verify design characteristic requirements, featuring numbered balloons corresponding to characteristic numbers in the form table.
How Tulip can help manage quality
If a manufacturing business produces complex products, performing first article inspections can be intensive. After all, these products might contain numerous parts that require detailed inspection. Furthermore, it’s easier to make errors when entering details into forms and drawing balloons.
However, manufacturers can make this process more manageable by leveraging digital solution that helps streamline the quality management process. For example, Tulip can allow quality officials to streamline quality inspections by integrating the necessary measurement equipment and IoT devices.
Additionally, our platform promotes accountability by automatically noting inspectors and any changes they make to the document. Documents can be digitized and stored in one centralized location, ensuring data integrity, and allowing for easy access by necessary parties.
If you’re interested in learning how Tulip can help streamline quality inspections and manage your documentation, reach out to a member of our team today!
Streamline your quality management efforts with Tulip
Learn how leading manufacturers are using Tulip to capture real-time data, track production, and improve quality. | https://tulip.co/blog/first-article-inspection/ |
Meaning, Practice and the Importance of Quality Assurance
It is important to note that quality management is a very complex field. Primarily, it makes sure that the level of quality in software is achieved. This is why it involves the management of the quality of the raw material but it also covers components, assemblies, products and production-related services. In quality control, therefore, it is important to learn that involves the process of checking as well as developing product conformity with the requirements. To ensure that the process is faultless, it basically designs the process. It can also find and correct defects will before the product is produced.
There are quality systems that must be set up, therefore, procedural and administrative tasks. It is therefore and finding the right methodology, examining standards as it creates quality enhancing the environment for the product development. This is a system therefore that will focus more on processes, checklists, project audits, project standards, maintenance, procedures and development of this product .
It is critical to also learn that there is a difference between quality assurance and quality control. One thing you need to know now about quality control is that basically ensures that it identifies and prevents possible problems that can lead to more quality product performance. To establish and prevent such defects, quality control can only uses statistical tools. Quality control, however, ensures that the manufacturer and software is able to meet the specified requirements. It will therefore be responsible for checking quality requirements and processes. There are more details to learn more about quality assurance and quality control, you can visit this site to check it out!
Another area where you want to know more about quality assurance is software testing. These are basically protocols that are very critical for customers and organizations when it comes to ensuring a great outcome of this product and software service. This is why project managers and quality teams must formulate assurance plans and templates for quality control, project activities, procedures, processes and audits. This is because it is all about preserving the integrity of this product .
It is also important to note that SQ A is an engineering process for testing quality and solving products problems. To harmonize the software lifecycle, IEEE standards can help a lot. This is where the Mitre and systems engineers are very helpful in ensuring that they guide and design quality assurance programs. Learning more about quality management principles, you can read more now on ISO paper quality management principles. As you produce this service of product, it is important that you modify them to meet quality standards. | http://chthonian.info/a-10-point-plan-for-without-being-overwhelmed-2/ |
With growing demands on quality of produced parts, concepts like zero-defect manufacturing are gaining increasing importance. As one of the means to achieve this, industries strive to attain the ability to control product/process parameters through connected manufacturing technologies and model-based control systems that utilize process/machine data for predicting optimum system conditions without human intervention. Present work demonstrates an automated approach to process in-line measured data of tribology conditions and incorporate it within sheet metal forming (SMF) simulations to enhance the prediction accuracy while reducing overall modelling effort. The automated procedure is realized using a client-server model with an in-house developed application as the server and numerical computing platform/commercial CAD software as clients. Firstly, the server launches the computing platform for processing measured data from the production line. Based on this analysis, the client then executes CAD software for modifying the blank model thereby enabling assignment of localized friction conditions. Finally, the modified blank geometry and accompanied friction values is incorporated into SMF simulations. The presented procedure reduces time required for setting up SMF simulations as well as improves the prediction accuracy. In addition to outlining suggestions for future work, paper concludes by discussing the importance of the presented procedure and its significance in the context of Industry 4.0.
Open access
A major issue within automotive Sheet Metal Forming (SMF) concerns ensuring desired output product quality and consistent process performance. This is fueled by complex physical phenomena, process fluctuations and complicated parameter correlations governing the dynamics of the production processes. The aim of the thesis is to provide a deeper understanding of the challenges and opportunities in this regard within automotive SMF. The research is conducted in collaboration with a global automotive manufacturer.
The research shows that systematic investigations using process simulation models allow exploration of the product-process parameter interdependencies and their influence on the output product quality. Furthermore, it is shown that incorporating in-line measured data within process simulation models enhance model prediction accuracy. In this regard, automating the data processing and model configuration tasks reduces the overall modelling effort.
However, utilization of results from process simulations within a production line requires real-time computational performance. The research hence proposes the use of reduced process models derived from process simulations in combination with production data, i.e. a hybrid data- and model-based approach. Such a hybrid approach would benefit process performance by capturing the deviations present in the real process while also incorporating the enhanced process knowledge derived from process simulations. Bringing monitoring and control realms within the production process to interact synergistically would facilitate the realization of such a hybrid approach.
The thesis presents a procedure for exploring the causal relationship between the product-process parameters and their influence on output product quality in addition to proposing an automated approach to process and configure in-line measured data for incorporation within process simulations. Furthermore, a framework for enhancing output product quality within automotive SMF is proposed. Based on the thesis findings, it can be concluded that in-line measured data combined with process simulations hold the potential to unveil the convoluted interplay of process parameters on the output product quality parameters.
Related work: | http://bth.diva-portal.org/smash/record.jsf?pid=diva2:1237245 |
Manfred Hörter, senior manager and Lena Löhe, consultant at msg advisors, explain how smart assistants can be used for industrial use in life sciences.
Artificial Intelligence (AI) and Augmented Reality (AR) are key technology trends that are conquering and changing industrial sectors in an evolutionary and disruptive manner. Both in health care as well as within the pharmaceutical and medtech sectors, this opens up opportunities to rethink operational processes. The application options are numerous and range from the pharmaceutical and medical device industry to the diagnosis of diseases, patient care and the support of doctors and nursing staff.
Perhaps its most valuable benefit is the ergonomic and intuitive automation of routine processes. This results in more time-efficiency, reduces the error rate and allows for greater focus on the process steps that require human intelligence. This can be the case, for example, when individual problems need to be solved creatively, in form of employee guidance systems or other potentials for improvement that need to be leveraged. By using AR and data glasses, computer-aided visual information can be displayed while working - which is equally helpful in quality departments, in the laboratory, on the production line or during patient appointments.
AI-based software tools also offer support in the execution of standardisable tasks in life science and healthcare. But how do you gain an overview considering the abundance of technological innovations? How can AI and AR specifically improve efficiency, quality, agility and compliance in an organisation's central operations? Here are three application examples that we have realised for our customers with this objective in mind.
msg.COVID-19-Bot: Information transfer via AI and chatbot
During the corona pandemic, the information situation has and continues to develop at an extremely rapid rate, for example with regard to the disease pattern, preventive measures, general conditions as well as government regulations. Call and service centres are often overloaded by the high volume of enquiries and the rapidly changing information situation. In addition, missing or incorrect information can have significant consequences (infection or illness, production and sales losses, etc.). It is therefore important to ensure that any inquiries are answered promptly and correctly - i.e. based on the information compiled in pandemic plans and from other reliable sources of information.
This is where the msg.COVID-19-Bot from msg systems ag provides valuable assistance. In its capacity as a digital assistant, it provides support to call/service centres on all questions surrounding COVID-19. The AI-based chatbot is continuously updated with relevant data from official sources such as the German Federal Ministry of Health or Johns Hopkins University, but can also integrate individual and local information, directives or pandemic plans. A free open version of the msg. COVID-19 bot is available for integration into any website.
We can also apply these AI-based principles to the requirements of the life science industry by reconfiguring the bot to be an interactive GxP lexicon. The applicable legal regulations and official requirements are then used as the data source. Customisation according to individual specifications is also possible.
AI in quality control
Quality control is one of the main fields of application for artificial intelligence in the industrial sector. We have developed use cases for automation and the improvement of quality control in pharmaceutical production based on AI applications from the manufacturing control area of highly automated industries such as the automotive industry. As an example, camera systems and imaging techniques in combination with machine learning can support the QA process in detecting quality defects. Machine learning systems play a central role in complex inspection tasks, as they are able to flexibly and quickly detect a large variety of products and a wide range of defects and flaws.
One application example is a camera system that, in conjunction with automated image recognition, can be used to monitor pill production or the filling of vials and report quality deviations such as damaged products, which are then automatically eliminated. This not only automates the monotonous process of quality control, but also automatically categorises any defect products and documents them in the system. The advantages are not only a reduction in manual effort for individual plant workers, but also lower production costs and faster, more transparent availability of documented information.
AI-supported augmented reality and language assistants
Augmented Reality (AR) refers to technologies that enhance real-time visual information with additional data such as text, graphics, images, animations or videos on data glasses in real-time. An application example: a pharmaceutical and medical technology company has to regularly change over its production machines due to the high product diversity and has to make numerous adjustments in the process. Retooling is therefore a monotonous, time-consuming and error-prone process that requires a high level of concentration on the part of the operating personnel. By using data glasses and AR, the individual steps are now displayed to the operator directly at the machine. This eliminates the need to study work instructions or teach-in procedures. The set-up time is reduced drastically, while error rates drop considerably.
AI-supported voice assistants provide the same effect, supporting service staff or technicians by answering their questions via headset in an interactive dialogue, facilitating work for the employee. Consider, for example, when the question of how to correctly attach or wire a certain component during the assembly of a complex medical device occurs. Previously, the technician had to check their written documentation, whereas now the voice assistant immediately provides him with the information he needs. As a result, the technician is not interrupted in their current work process, their attention remains focussed and the workflow is improved.
These three use cases provide a first impression of the digitalisation potential offered by AI and AR technologies in the pharmaceutical and medical technology sectors. It goes without saying, that, when using AI, there will always be the question of how it can be used appropriately without losing sight of regulatory and ethical requirements. After all, quality managers in life science companies must not necessarily focus on technological developments, but rather fulfil their duties. | https://www.med-technews.com/medtech-insights/ai-in-healthcare-insights/how-smart-assistants-can-be-used-in-the-life-sciences-indust/ |
Quality is essentially about learning what we do well and doing it better. It is our constant endeavour to make quality a part of all processes initiated at Maruti Precision ensuring we meet the needs of our customers.
Maruti Precision Quality Policy
- Manufacturing processes are in line with international quality standards.
- Appropriate regulatory approvals and Sustain and develop business growth with competency through Value Added Contributions.
- Reducing the number of defects discovered by quality control and Provide efficient solutions and services that meet and exceed customer expectations.
- Utilizing and Enhance the organizational productivity through training and nurturing positive work environment.
- The Product which we manufactured and is used for Diamond Polishing Tools and services predictable, stable and consistent.
- Implementation of product and Committed to comply with the requirements of quality management systems and continually improve its effectiveness.
We are committed to the high standards of performances we have set for ourselves. We ensure this, by following a process driven approach rather than people driven approach .
We accomplish exceptional performances in all our undertakings by synchronizing a striking balance between Cost, Scope and Time ensuring that at Maruti Precision for every product rolled out, Quality is at the helm. Our Quality Assurance Practice lifecycle sets the top-notch guidelines for all our products to perpetuate quality. | http://marutiprecision.com/quality |
Industries across the globe are under pressure to stay competitive, enhance operations and improve quality and service performance. In the past decade, the Fourth Industrial Revolution or Industry 4.0, where the physical and digital worlds merge, has promised to transform the manufacturing industry for the better. While steps have been taken to incorporate smart and flexible capabilities on the factory floor, a digital foundation is what’s needed to make industrial automation possible on a larger scale and address manufacturing processes that are still frequently overlooked, such as product inspections.
Leveraging Artificial Intelligence (AI), a team in Portugal and Tunisia developed an automated artificial vision system called Machine Vision (MV) to enhance inspections in smart industries and ensure that final products are up to safety and quality standards.
“Visual inspections (VI) [and] manual operations can be a source of errors due to human factors and the number of tasks [that] need to be done in a given time,” said Adriana Carvalho with the Centre for Mechanical and Aerospace Science and Technology in Portugal. “Manual inspections [require] a lot of time, so replacing human supervision [could] improve production by reducing the maximum time [spent] in each step of the production [process].
The ability to successfully detect defects or the quality of a product is one of the most important capabilities for manufacturers today. Human workers don’t possess the reliability and repeatability qualities that machines have, which are critical attributes for the inspection process. Focus and time are limited resources. Humans get tired and struggle with certain measurements and working conditions are always changing.
AI is one of the main pillars of Industry 4.0 and plays a critical role in creating the foundation for the factory and production of the future due to its ability to generate data. The amount of data that can be obtained by leveraging AI or machine learning (ML) technologies within factory operations is infinite, and exceeds what humans are capable of accomplishing in limited time and with changing market demands.
The team’s AI-based VI solution aims to minimize human errors made during the assembly and inspection process, improve quality consistency and minimize costs. The architecture of the product inspection process is outlined in Figure 1.
Figure 1: The general workflow of Machine Vision for product quality inspection
According to Adriana, the first step is taking an image of the target product. Once that’s been achieved, image pre-processing, which includes signal noise suppression, contrast enhancement and binarization, is applied to improve the quality of the image. With the pre-processed image, AI technologies are used with ML algorithms to determine whether the inspected product should be accepted or rejected.
The solution also comes in handy for predictive maintenance on machinery and equipment because it leverages sensors to track the execution and working conditions of certain operations. Specifically, the data generated could be used to foresee breakdowns and malfunctions so manufacturers could make moves to fix them and prevent unintended interruptions.
Given the complexities involved in vehicle assembly and inspections, the team tested their solution on various vehicle models. Figure 2 illustrates two types of car models, each with its own set of specifications for assembly and inspections. With car model A, the factory operator needed to verify the conformity of the bumper with the fog lights. However, with model B, the front bumper conformity is proved by the well-embellished chroming coloring around the grid. The team’s AI solution easily identified the differences and needs between the two models, whereas the human operator often faced challenges in matching the correct specification to the model.
Figure 2: Example of the front bumper inspection needs in two different vehicle models and the amount of time needed to accomplish each task
Reducing defects, optimizing production and producing positive outcomes means products can get to consumers quicker, increase satisfaction and boost a company’s profitability and growth. AI-based solutions, like the team’s AI VI system, can make the biggest difference between companies that place consumer and safety expectations first to ones that simply want to get to market first.
While the team is working on addressing a few vulnerabilities with their system, they’re in the last stage of fully implementing their automated VI solution in a major company.
For more information on artificial Intelligence visit the IEEE Xplore digital library. | https://innovate.ieee.org/innovation-spotlight/ai-inspection-tool/ |
Humanitarian work psychology (HWP) is a new cross-disciplinary field that uses the principles and research applications of industrial and organizational (I-O) psychology to promote decent work, ensure social justice, enhance human welfare, increase well-being, and aid international development by improving work and working conditions for workers globally. Since 2010, the field has grown leaps and bounds and currently has a multidisciplinary focus encompassing research and findings from disciplines as varied as labor law, developmental economics, labor statistics, policy research, and so on. HWP began as a movement with calls for a more humanitarian-focused I-O psychology at the annual meetings for the Society for Industrial and Organizational Psychology (SIOP). The formation of the Global Organization for Humanitarian Work Psychology (GOHWP) in the early 2010s solidified this movement. GOHWP is an international coalition of work psychologists dedicated to the humanitarian missions of I-O psychology. As the field grows, landmark developments such as increased collaboration with the UN by the SIOP in the form of gaining NGO Consultative Status, the release of two edited handbooks by prominent I-O psychologists, and special calls for HWP-oriented papers by mainstream I-O journals (such as Journal of Organizational Behavior) have firmly established HWP within the research-and-application space of I-O psychology. Due to the relatively new arrival of HWP to mainstream I-O, there are fewer sources of references and information on various topics.
General Overviews
A few key texts and articles set the stage for HWP to expand into a field on its own. Bergman and Jean 2016 is an article exploring the lack of representativeness of workers in mainstream industrial and organizational (I-O) research studies. Maynard and Ferdman 2009 explores the same issues from a service standpoint. Carr, et al. 2012 and Carr, et al. 2013 are excellent introductions to the field of HWP. George 2013 is an excellent discussion of the role of capitalistic ideologies and the lack of compassion in current management sciences. Lefkowitz 2013; Olson-Buchanan, et al. 2013; and Reichman 2014 are critical analyses of the need and importance of adopting a humanistic stance in I-O psychology. McWha-Hermann, et al. 2015 is a textbook full of examples of case studies and analysis on using HWP to accomplish the Millennium Development Goals set forth by the UN. Scott 2011 discusses a major milestone in the granting of the nongovernmental organization (NGO) consultative status to Society for Industrial and Organizational Psychology (SIOP) by the UN.
Bergman, Mindy E., and Vanessa A. Jean. “Where Have All the ‘Workers’ Gone? A Critical Analysis of the Unrepresentativeness of Our Samples Relative to the Labor Market in the Industrial–Organizational Psychology Literature.” Industrial and Organizational Psychology: Perspectives on Science and Practice 9.1 (2016): 84–113.
DOI: 10.1017/iop.2015.70
Discussion of the narrow focus on specific types of workers within I-O research.
Carr, Stuart C., Malcolm MacLachlan, and Adrian Furnham, eds. Humanitarian Work Psychology. New York: Palgrave-Macmillan, 2012.
One of the first texts focusing on conceptual foundations and applications of HWP. Topics include foundational concepts including justice, humanistic psychology, and the evolution of I-O psychology to where it is in the early 21st century.
Carr, Stuart C., Lori Foster Thompson, Walter Reichman, et al. Humanitarian Work Psychology: Concepts to Contributions. SIOP White Paper Series. Bowling Green, OH: Society for Industrial and Organizational Psychology, 2013.
Early white-paper series proposed by SIOP, laying down the basis and foundations of the field.
George, Jennifer M. “Compassion and Capitalism: Implications for Organizational Studies.” Journal of Management 40.1 (2013): 5–15.
The article discusses the role of American corporate capitalism in promoting self-interest, competition, and consumerism in organizations. The author makes a call for organizational scholars to focus on social welfare and social problems grounded in compassion for all people.
Lefkowitz, Joel. “Values and Ethics of a Changing I-O Psychology: A Call to (Future) Action.” In Using Industrial-Organizational Psychology for the Greater Good: Helping Those Who Help Others. Organizational Frontiers. Edited by Julie Olson-Buchanan, Laura K. Bryan, and Lori Foster Thompson, 13–38. New York: Routledge Academic, 2013.
An agenda and call to action for a more humanistic-focused I-O psychology.
Maynard, Douglas C., and Bernardo M. Ferdman. “The Marginalized Workforce: How I-O Psychology Can Make a Difference.” Industrial-Organizational Psychologist 46.4 (2009): 25–29.
A look at how and why I-O psychology can affect the life of nonmainstream workers who are marginalized and vulnerable.
McWha-Hermann, Ishbel, Douglas C. Maynard, and Mary O’Neill Berry, eds. Humanitarian Work Psychology and the Global Development Agenda: Case Studies and Interventions. New York: Routledge, 2015.
A collection of case studies that showcase HWP in action and present findings and interventions from countries such as Hong Kong, India, and Ghana, among others. An interesting aspect of the book is that it places the case studies against the Millennium Development Goals of the UN, driving home how HWP relates to the eradication of poverty and hunger, gender equality, achieving universal primary education, reducing child mortality, disease control, and environmental sustainability.
Olson-Buchanan, Julie, Laura K. Bryan, and Lori Foster Thompson, eds. Using I-O Psychology for the Greater Good: Helping Those Who Help Others. Organizational Frontiers. New York: Routledge Academic, 2013.
Part of the Organizational Frontiers series put forth by SIOP, this book presents prosocial contributions by I-O psychologists to help focus research on the greater good of society and address societal concerns.
Reichman, Walter, ed. Industrial and Organizational Psychology Help the Vulnerable: Serving the Underserved. New York: Springer, 2014.
A look the role of I-O psychology in serving the poor and overlooked.
Scott, John C. “SIOP Granted NGO Consultative Status with the United Nations.” Industrial-Organizational Psychologist 49.2 (2011): 111–113.
Details on the recognition of SIOP by the UN as a consultative NGO.
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The Ohio State University
LiFEsports is made possible through countless hours of work by OSU faculty, staff, and community partners.
Ph.D., M.S.W., University of Utah. M.S., B.A., B.S., Miami University
B.S.B.A., M.A., Ph.D., The Ohio State University
B.S.W., Capital University, M.S.W., The Ohio State University
M.S.W., The Ohio State University
B.S., Bowling Green State University, M.S.E., University of Toledo
B.S.Ed., M.S.W., The Ohio State University
B.S.U.S., University of Cincinnati, M.P.A., The Ohio State University
Ph.D., The Ohio State University, M.S.W., the Ohio State University, B.S., Louisiana State University
Dawn is a professor at the College of Social Work and affiliate faculty member in Human Sciences at OSU. Dawn serves as the Executive Director for Teaching/Research for LiFEsports. She is known nationally for her research in sport-based positive youth development, afterschool programming, and school mental health practice. She is a licensed independent social work (with supervision designation) in Ohio. Dawn was a college athlete, and also has coached soccer at the high school, Club, and community levels. Collectively she has over 30 years of experience in designing, implementing, and evaluating youth development, sport, exercise, and school mental health interventions for youth. Dawn has been at OSU since 2000, and joined the LiFEsports team in 2008. More information about Dawn Anderson-Butcher can be found at csw.osu.edu.
Jerome is currently the Director of Staff Development in the Department of Athletics, the LiFEsports Executive Director of Service & Outreach, and an Adjunct Professor in the College of Social Work and in the College of Education and Human Ecology. He is dedicated to providing a great experience to people of all ages through sport. He enjoys helping students excel at developing into great people, and to become effective members of society. He accomplishes this through his work in athletics, the LiFEsports Camp, and in the classroom.
Rebecca is currently the Director of Operations for the LiFEsports Initiative. In this position, she is responsible for the day-to-day management and leadership of all current programming. In addition to this role, she supports and manages teaching/learning, research, and fundraising endeavors within LiFEsports. During the summer, she serves as the Assistant Director for the LiFEsports Summer Camp. Becky joined the LiFEsports Initiative in 2008. Outside of LiFEsports, Becky is an independent licensed social worker in the State of Ohio, serves as a field consultant for the National Summer Learning Association, and has coached middle school soccer in Grandview Heights City Schools for the past 11 years.
Catelen is the LiFEsports Assistant Director of Programming. She started with us in 2017, where she helped pilot our off-campus community programming. In the Assistant Director of Programming role, Catelen will oversee of all youth programming for the LiFEsports Initiative. She also leads our internship opportunity within the organization, where she supports students daily learning and helps prepare future professionals in youth development. Outside of LiFEsports you can find Catelen teaching in the College of Social Work, mentoring youth in the community and probably training for some half marathon! .
Stephen is the Program Manager for the LiFEsports Initiative. In this position, he is responsible for the management and leadership of the LiFEsports clinics and our Youth Leadership Academy. Stephen joined the LiFEsports Initiative in 2017. Outside of LiFEsports, Stephen is a licensed Real Estate Agent. He frequently serves as an instructor for the OSU Extension, Franklin County Homebuyers Education Workshops. Stephen has also served on the OSU department of Social Work’s Diversity Committee and Response Team. Stephen has a passion for helping youth succeed through education and professional development.
Joe currently serves as the Off-Campus Program Manager for the LiFEsports Initiative. In this position, Joe is responsible for overseeing operations related to the community-based LiFEsports outreach programs. When he joined the team back in 2019 as a Graduate Student Intern, Joe identified with the mission of LiFEsports and appreciated the opportunity given to make a difference in the lives of those that need it the most through sport. Outside of LiFEsports, Joe coaches Middle School Basketball and Volleyball at Grandview Heights Middle School.
Noelle is a One Linden School-Family-Community Coordinator for the Community and Youth Collaborative Institute (CAYCI), within the College of Social Work. She serves Windsor STEM Academy and the Linden community, working to strengthen school-family-community partnership, and transforming schools as hubs for community transformation. She also supervises and supports College of Social Work students completing their field placement at Windsor. In addition to her role at CAYCI, Noelle supports LiFEsports’ Youth Leadership Academy and helps with summer camp and clinics.
Research Interests: Social work in schools; Positive youth development; Family-school-community partnerships; School-based mental health; Scale development
Travis (he/him/his) is in his first year in the MSW-PhD program in Social Work at Ohio State and is a field placement intern with LiFEsports. He previously completed his Bachelor of Arts in Psychology at Wilmington College and his Master of Science in Sport & Exercise Psychology at University of Kentucky. While at WC, he competed in track and field as a sprinter and served as Student Body President. He also collaborates with the Center for Sport, Peace, and Society at University of Tennessee and is a Junior Associate Editor for the Journal of Advancing Sport Psychology in Research. Travis is interested in research related to sport for social justice, positive youth development, life skill transfer, and advocacy for gender and sexual minorities.
Obi is a 2nd year Ph.D. student who is studying Kinesiology with a cognate in pedagogy and youth sport. Obi has previous experience in sport working as the OSU Men’s Soccer team manager and a youth soccer coach at various locations for the past 10 years. Obi also worked as an Ohio State Master of Sport Coaching graduate assistant. His favorite sport is soccer and he hopes to have a career within academia or a national governing organization after graduation.
Danny is a design student and is in his 2nd year. His primary focus is graphic design and communications. Danny’s favorite sport is Ice hockey and would love to work for a professional or college sports team as their graphic designer. He is also fluent in French.
AM is currently a 2nd year master student at The Ohio State University and is conducting his field placement with LiFEsports during the 2021-2022 academic year. He previously completed his bachelor’s degree in recreational management with an emphasize in sports from Appalachian State University. While attending Appalachian State, he competed as a former student-athlete and served as an intern for their athletic department. AM holds a interest in focusing on the unique needs of student-athletes at both an individual and environmental level. This could include counseling , therapeutic intervention, and life skill development through clinical and evidences based services.
Olivia is a first year MSW student at The Ohio State University and is graduate intern with CAYCI and LiFEsports. She completed her Bachelors of Science in Radiation Therapy at Ohio State in 2017. After graduation, Olivia spent three years at Pelotonia as a Community Coordinator supporting fundraising, recruitment, and community engagement. She then spent a year as a Development Manager for Hands On Nashville, leading revenue generating activities and cultivating funding relationships for the organization to respond to four devastating disasters in 2020 and 2021. Olivia is interested utilizing her community collaboration and relationship-building skills to focus on creating programming for positive youth development and young adult achievement.
Sydney is currently a first year master student at the Ohio State University and is an MSW intern with LiFEsports/CAYCI. She previously completed her Bachelor of Arts in Hispanic Studies and in Political Science at Davidson College. She brings over three years of experience working with national and international non-profits in operations management, program development & evaluation and creative design. Sydney is interested in research related to enhancing athlete well-being and performance, using sport as a vehicle for positive development, life skill development and holistic approaches to health.
Alexis is currently in her last semester of her Social Work undergraduate at The Ohio State University. She is conducting her field placement with LiFEsports throughout the 2021 academic year. Upon graduation, Alexis wants to focus on adolescences and their mental health. She also plans on returning to The Ohio State University to complete the Social Work Masters program.
Claire (she/her/hers) is currently in an ASAP master student at Ohio State and is in field placement working with Dublin City Schools. She has previously worked with LiFEsports in several different capacities including conducting research and working at summer camp. Additionally, Claire currently supports LiFEsports’ Youth Leadership Academy. She completed her Bachelor of Science in Social Work at Ohio State and was an undergraduate field placement intern with CAYCI working to support Windsor STEM Academy. Claire takes a special interest in supporting student success in the school setting by removing nonacademic barriers to learning. | https://lifesports.osu.edu/about/lifesports-team/ |
Preparing students to sit for licensure in many states, Saybrook University's online Ph.D. in Clinical Psychology program is specifically focused on the knowledge and practical skills needed to enter professional practice.
- Data analyses and meta-analyses
- Psychotherapy
- Developmental psychology
- Child and adolescent psychology
- Multi-cultural psychology
- Humanistic-integrative psychology
Through hands-on training at residential conferences and close mentoring from faculty with years of field experience, graduates of Saybrook University’s online Ph.D. in Clinical Psychology program will be prepared to bring about positive change through service and leadership.
Going beyond the mechanics of the body and brain, Clinical Psychology Ph.D. graduates learn to focus on a holistic view of their clients in a broader social and system context—directing their efforts toward the person-centered and interpersonal dimensions of psychotherapy that are at the heart of therapeutic effectiveness.
Saybrook University’s Ph.D. in Clinical Psychology degree program aligns with program requirements for professional licensure in the states of Alaska, Arizona, California, Delaware, Hawaii, New York, Ohio, Texas, Vermont, Washington, West Virginia, and Wisconsin, where students may seek licensure after fulfilling all other state requirements.
More program information can be found in our academic catalog. | https://www.saybrook.edu/areas-of-study/humanistic-clinical-psychology/phd-in-clinical-psychology/ |
Handbook Of Sports Studies 2002 05 15 also available in docx and mobi. Read Handbook Of Sports Studies 2002 05 15 online, read in mobile or Kindle.
The Oxford Handbook of Sport and Performance Psychology includes the latest research and applied perspectives from leaders in the field of performance psychology. Current and comprehensive, this foundational volume presents sport and performance psychology from myriad perspectives, including: - individual psychological processes in performance such as attention, imagery, superior performance intelligence, motivation, anxiety, confidence, cognition and emotion - the social psychological processes in performance including leadership, teamwork, coaching, relationships, moral behavior, and gender and cultural issues - human development issues in performance, such as the development of talent and expertise, positive youth development, the role of the family, end of involvement transitions, and both youth and masters-level sport and physical activity programs - interventions in sport and performance psychology and counseling of performers in distress including such important issues for all performers as: appearance- and performance-enhancing drug use, injuries, managing pain, eating and weight issues, burnout, and the role of physical activity in maintaining health. The chapters collected here also cover the history of sport and performance psychology; the scope and nature of the field; ethical issues in sport and performance psychology; performance psychology in the performing arts and other non-sporting fields; perfectionism and performance; the role of the performance coach and of the sport psychologist with a coach and team; supervision; and a look ahead to the future of the field.
This comprehensive collection examines the culture of sport and its relationship with various social institutions. The editors first provide a broad overview of the field and describe the ways in which the concept of sport as a meritocratic contest is undermined by the powerful social structures within which it is embedded. Sections focus on political economy, violence, the media, education, politics, fans and community, and the body. Primary readings from noted scholars in each section address current issues such as the presence of big-time sports in educational institutions; the effects of corporate media; race and class relations; professional athletes' ties to politics; and how sports alter perceptions and practices regarding beauty and health. In addition, entertaining and provocative essays from journalists supplement academic readings and spotlight key issues. Section introductions from the editors connect the readings to a theoretical framework that explores the perspectives of new institutionalism, cultural hegemony, social capital, and symbolic interaction and cultural construction. Providing a cohesive foundation for a wide range of readings, Sport, Power, and Society is a must-have resource for understanding the current issues and debates surrounding the interactions of sport and society. | http://causeofyou.net/find/handbook-of-sports-studies-2002-05-15/ |
The Effectiveness of Managerial Leadership Development Programs: A Meta-Analysis of Studies from 1982 to 2001.
- Psychology
- 2004
Eighty-three studies from 1982 to 2001 with formal training interventions were integrated via meta-analytic techniques to determine the effectiveness of interventions in their enhancement of… Expand
Leadership models, methods, and applications.
- Political Science
- 2003
Over the last decade, the leadership field has grown in a number of new directions. The models of leadership being developed and intensively studied today focus more on what constitutes charismatic… Expand
Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature
- Psychology
- 1996
A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect… Expand
Personality and leadership: a qualitative and quantitative review.
- Psychology, Medicine
- The Journal of applied psychology
- 2002
Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness) and the five-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to theFivefactor model. Expand
The Social Scientific Study of Leadership: Quo Vadis?
- Sociology
- 1997
In this article, we review the history of the social scientific study of leadership and the prevailing theories of leadership that enjoy empirical support. We demonstrate that the development of… Expand
Neutralizing substitutes for leadership theory: leadership effects and common-source bias.
- Psychology, Medicine
- The Journal of applied psychology
- 2002
Examination of alternative models of substitutes for leadership theory given the general lack of empirical support for the moderating effects postulated by the theory essentially demonstrated that leadership matters. Expand
A Cumulative Study of the Effectiveness of Managerial Training
- Psychology
- 1986
The published and unpublished literature on the effectiveness of managerial training has produced conflicting results and left more unanswered questions than definitive statements concerning the… Expand
Transformational and transactional leadership: a meta-analytic test of their relative validity. | https://www.semanticscholar.org/paper/A-meta-analytic-review-of-leadership-impact-and-Avolio-Reichard/7af43cef6bea0ba77a7f99747a4e58d6cf35bf4b?p2df |
Multidisciplinary Perspectives on Managerial and Leadership Psychology
The context in which this book applies span from academic course lectures in higher education at the undergraduate and the graduate levels to workshops at residencies at the doctoral level. Additionally, this book is a practice resource for leadership and management professionals who exercise executive and senior management control of their respective organizations, whether as sole proprietors dealing with private clients, or large multi-national organizations serving whole regions around the world. Through the compilation of researchers from industry and the scientific community, the target audience will also include professionals from fields related to knowledge management in various disciplines, administrative sciences and management, leadership development at all managerial levels, education, adult education, sociology, social psychology, and a diverse range of organization development sub-branches or specialty practices.
The subject of leadership and managerial psychology exists as a sub-branch of psychology within the field(s) of industrial and organizational psychology. There still appears to be ongoing debate regarding the core pathology for gaining managerial expertise in professional roles relative to having suitable leadership skills and managerial knowledge beyond the direct daily work involved in organizations. Professional organizations inherently include varied levels of sensitive human interactions, which further necessitates their management professionals to have leadership styles that are adjustable contingent on a given situation. Relative to this edited book, managerial psychology is being utilized in a way that may subsequently seek to develop a series of scientific theory principles where the focus is to develop managerial axioms that advance contemporary existing knowledge surrounding professional management logic. This book views managerial psychology as shared by various practitioners', academicians' and management and psychology experts' collectively to gain a holistic point of view of their lived experiences and existing knowledge. Because managerial psychology applies in all types of organizations where the behavioral patterns of individuals or groups of people impact the bottom line, the implications of the contribution of various related topics within the book chapters is expected to provide important thought dimensions to a community of scholars and practitioners as well as society in general.
Additional content will be provided upon request. | https://research.phoenix.edu/rick-d-johnson/publication/multidisciplinary-perspectives-managerial-and-leadership-psychology |
The Chicago School of Professional Psychology offers an online Bachelor of Arts degree with a Business concentration in the field of Psychology. This program is available in full-time or part-time formats, led by practitioner faculty bringing practical real-world experience to the virtual classroom. Studies include topics such as:
- Organization development
- Workplace motivation
- Human resource development
- Management
With this degree students are prepared for graduate studies in psychology with a focus in business. Studies provide knowledge and skills in classic and current theories of leadership, from job satisfaction and motivation to teamwork. Graduates with this degree may consider entering entry-level positions in government, nonprofit, global organizations, and more. Take an academic step towards advancing a career through a bachelor’s degree in psychology with The Chicago School online. | https://www.geteducated.com/online-schools/the-chicago-school-of-professional-psychology/bachelor-of-arts-in-psychology-generalist-business/ |
Results suggest significant relationships between ELM and Job performance, satisfaction with prevision, overall satisfaction, commitment, role conflict, role clarity, member competence, and turnover intentions. The relationship between ELM and actual turnover was not significant. Leader and member ELM perceptions were only moderately related. Partial support was found for measurement instrument and perspective (I. E. , leader vs.. Member) as moderators of the relationships between ELM and its correlates.
Meta-analysis showed that the LAMB (7-item ELM) measure has the soundest psychometric properties of all instruments and that ELM is congruent with numerous empirical relationships associated with transformational leadership. Nice first proposed, this basic unit of analysis has remained unchanged. Within the broad area of organizational leadership, leader-member exchange (ELM) theory has evolved into one of the more interesting and useful approaches for studying hypothesized linkages between leadership processes and outcomes.
First proposed by Grater and colleagues (Danseuses, Cushman, & Green, 1973; Danseuses, Green, & Hag, 1975; Green, 1976; Green & Cushman, 1975), ELM is distinguished from other leadership theories by its focus on the dyadic relationship between a leader and a member. Unlike traditional theories that eek to explain leadership as a function of personal characteristics of the leader, features of the situation, or an interaction between the two, ELM is unique in its adoption of the dyadic relationship as the level of analysis.
Although the theory has been modified and expanded According to ELM, the quality of the relationship that develops between a leader and a follower is predictive of outcomes at the individual, group, and organizational levels of analysis. Dyadic relationship development is grounded in role and exchange theories (see Green & Lull-Been, 1995; Laden, Sparrows, & Wayne, 1997; Lifeline, Green, & Cassandra, 1997, or more detailed discussions of the theoretical background and development of ELM).
After more than 25 years of empirical research and theoretical development, ELM continues to provide an operable alternative to the traditional leadership approaches focused on leader traits and behaviors (e. G. , Bass, 1990; Integer, 1973; Stodgily, 1948). Although researchers remain enthusiastic about ELM, there is unresolved ambiguity about the nature of the construct, its measurement, and its relationships with other organizational variables. This ambiguity may be due in part to the evolving nature of ELM theory.
In a recent view, Green and Lull-Been (1995) classified the evolution of ELM theory into four stages: (a) work solicitation and vertical dyad linkage where the focus was on the discovery of differentiated dyads (I. E. , in-groups and outgrows), (b) ELM where the focus was on the relationship quality and its outcomes, (c) a prescriptive approach to dyadic partnership building, and (d) ELM as a systems-level perspective (I. E. , moving beyond the dyad to group and network levels). The latter two stages are fairly recent developments, and most of the work associated with them is theoretical. The majority of empirical research
Charlotte R. Serener and David V. Day, Department of Psychology, The Pennsylvania State University. We gratefully acknowledge the contributions made by Dan Brass, Jim Afar, John Mathieu, Janet Swim, and Francis Yammering on earlier versions of this article. We also thank Stephanie Klein for coding all the studies used in these analyses and Chuck Pierce for assisting us with data analysis. This article is based on Charlotte R. Greeter’s master’s thesis. An earlier version was presented at the 10th annual conference of the Society for Industrial and Organizational Psychology, May 1995, Orlando, Florida.
Correspondence concerning this article should be addressed to Charlotte R. Serener, Department of Psychology, The Pennsylvania State University, 429 Bruce V. Moore Building, University Park, Pennsylvania, 16802-3104. 827 828 SERENER AND DAY evaluating factors thought to contribute to high-quality exchanges and analyzing the connection between ELM and work-related outcomes occurred during the second stage of ELM theory development. It could be argued that the last two stages show the most potential for describing leadership behaviors in complex organizations. Clearly, more research is needed to understand these extensions of
ELM theory. The goal of this article is to quantitatively summarize and evaluate the existing ELM research base to build a foundation for future empirical work. More specifically, we consider issues related to the ELM construct, including measurement scale properties and leader-member agreement, as well as the correlates of ELM. We use the results of these quantitative summaries to draw conclusions about ELM and identify opportunities for future theoretical development and empirical research. An Analysis of ELM Issues Measurement and Dimensionality Instruments. Despite claims of an apparently robust phenomenon (e. G.
Green & Lull-Been, 1995), there is surprisingly little agreement on what ELM is or how it should best be measured. The theoretical progression of ELM described above is illustrated by the changes in ELM measurement instruments over the years. The construct of ELM has evolved from the two-item measure of negotiating latitude (ML) to more elaborate, multidimensional scales (e. G. , Laden & Measly, in press; Cherished, Needier, Cassandra, & Tipper, 1992). Because different studies use different ELM scales, it is unclear whether conflicting results are due to deficiencies in the theory or in the personalization of the core construct.
Through the use of meta-analytic techniques, it was possible to examine the type of measurement instrument as a potential between-study moderator of outcomes. On the basis of the amount of research that has gone into its development and refinement, and the recent recommendation provided by Green and Lull-Been (1995) that it be adopted as the standard measure of ELM, we expected that the seventies ELM measure (LAMB; Green, Novak, & Shoemakers, 1982) would demonstrate the highest reliability (I. E. , internal consistency) and largest correlations with other variables, as compared with other ELM measures.
Internal consistency and unintentionally. An issue that has been raised by numerous researchers (e. G. , Tidiness & Laden, 1986; Laden & Measly, in press; Laden et al. , 1997; Cherished et al. , 1992) concerns the potential multidimensionality of ELM. For example, Tidiness and Laden proposed that ELM is comprised of the dimensions of perceived contribution, loyalty, and affect. Green and Lull-Been (1995) argued that ELM is comprised of the interrelated dimensions of respect, trust, and mutual obligation.
We addressed the possibility of multiple dimensions underpinning the ELM scales by examining aggregated internal consistency (I. . , coefficient alpha) estimates of ELM. I Green and Lull-Been noted that Coronary alphas for multidimensional ELM measures were consistently in the . 80- . 90 range. Therefore, they concluded that ELM may comprise several dimensions, but they are al] highly related and can be adequately measured with a unidirectional measure of ELM. Thus, we expected that averaged alphas would be generally large (I. . , above . 80), indicating the likelihood of one underlying ELM dimension summarized by the centered item of the LAMB scale (I. E. , “How effective is your working relationship with your leader [follower]? ; Green & Lull-Been, p. 236). Perspective. ELM can be measured from both leader and member perspectives, but is it the same construct when measured from different perspectives? Empirical support for the relationship between leader ELM and member ELM has been equivocal. Green and Cushman (1975) found a correlation of . 0 between leader ELM and member ELM; however, others have reported much lower correlations (e. G. , Cassandra, Green, & Novak, 1986, reported a correlation of only . 24 between perspectives). The low correlation between leader and member exchange is consistent with meta-analytic research on elf-supervisor agreement on performance ratings, which has demonstrated relatively low agreement (r = . 35, corrected; Harris & Checkbooks, 1988). Green and Lifeline (1995) suggested that the degree of leader-member agreement can be used as an index of the quality of data.
They implied that an aggregate, sample-weighted correlation assessing the level of agreement between leader and member reports would be positive and strong. We tested this proposition by estimating the sample-weighted correlation between corresponding leader and member ELM ratings. We also examined measurement perspective as potential between-study moderator of the relationship between ELM and its correlates. Correlates ELM is generally found to be associated with positive performance-related and attitudinal variables, especially Although a large alpha (e. G. , > . 0) cannot always be interpreted as evidence of scale unintentionally (Ocarina, 1993), it does provide information regarding the average interim correlation. Thus, if the number of items is reasonably small (e. G. , < 10), a large coefficient alpha estimate can be construed as meaning that the average item intercorrelation is also relatively large. It is possible that a scale with a relatively high alpha may represent a multidimensional construct; however, the dimensions are probably highly intercorrelated. LEADER-MEMBER EXCHANGE META-ANALYSIS for members.
These include (a) higher performance ratings (e. G. , Laden, Wayne, & Stilwell, 1993), (b) better objective performance (e. G. , Green, Novak, & Shoemakers, 1982; Vehicle & Gobbled, 1984), (c) higher overall satisfaction (e. G. , Green, Novak, & Shoemakers, 1982), (d) greater satisfaction with supervisor (e. G. , Douche, Green, & Table, 1986), (e) stronger organizational commitment (e. G. , Nostrum, 1990), ND (f) more positive role perceptions (e. G. , Snyder & Binning, 1985). Support for other relationships, such as member competence (CB. Kim & Organ, 1982; Laden et al. 1993) and turnover (CB. Green, Laden, & Hole, 1982; Vehicle, 1985), has been equivocal. Our meta-analysis provided overall effect estimates for previously investigated correlates of ELM. 2 In general, we expected that correlations between ELM and member performance and attitudinal variables would be positive and strong (the exceptions being turnover processes and role conflict, in which cases the direction was expected to be negative). We expected ELM scale reliability to be generally acceptable and leader and member ELM ratings to be only moderately correlated.
We proposed and tested specific moderating variables. In particular, we hypothesized that the LAMB scale would demonstrate the best general predictive validity, although measures from the different perspectives (leader vs.. Member) might demon- 829 actions using the Dissertations Abstracts International (19751996) computer database. Although unpublished manuscripts were not actively solicited, some authors sent unpublished manuscripts when communicating about other published studies. These unpublished studies were also included in the analyses.
We identified a population of 164 studies using these procedures. The criteria for inclusion in the analyses were (a) dyadic exchange quality was measured in the study; (b) the reported results were sufficient to calculate an effect size for the relationship between exchange quality and a correlate, or between leader and member ELM perceptions; and (c) the relationship reported was also reported in at least five other studies. The last criterion was necessary to ensure that the number of studies for each meta-analysis was adequate for drawing generalize conclusions about the reposed relationships.
Although it has been suggested that a meta-analysis can be conducted with as few as two studies (Hunter, Schmidt, & Jackson, 1982), second- order sampling error poses a distinct threat to the validity of results when only a small number of studies are included (Hunter & Schmidt, 1990). There is no strict rule about the minimum number of studies to include in a meta-analysis, but we chose six as the cutoff for our study because of concerns about Type I and Type II errors in the moderator analyses (Jackets, Harris, & Orr, 1986; Specter & Levine, 1987).
On the basis of these arterial, we retained 79 studies for the analyses. 3 Six studies contained two samples; therefore, we worked with a total of 85 independent samples. The relationships analyzed are described in the following section. Strata divergent relationships due to variability in the constructs meaning inherent in these perspectives. Method Literature Search The studies included for analysis consisted of published articles, conference papers, doctoral dissertations, and unpublished manuscripts.
We identified relevant published articles primarily through computer-based searches of the Psychology 1984-1996), stuck (1974-1984), and ABA/INFORM (1975-1996) databases using the keywords leader-?member exchange, vertical dyad linkage, exchange quality, and dyadic leadership. We used the Social Sciences Citations Index to identify articles that referenced either of the seminal ELM articles (I. E. , Danseuses et al. , 1975; Green & Cushman, 1975).
The reference lists of identified empirical studies and theoretical reviews were also crosschecked for additional references. Finally, we conducted a manual search of Academy of Management Journal, Administrative Science Quarterly, Group and Organization Management, Human Relations, Journal of Applied Psychology, Organizational Behavior and Human Performance (later Organizational Behavior and Human Decision Processes), and Personnel Psychology from 1975 to 1996 to identify studies that measured ELM, although it may not have been the primary variable of interest.
We identified conference papers presented during the period from 1990 to 1994 by manually searching the programs for the annual Society for Industrial-organizational Psychology and Academy of Management meetings. We identified desserts- Constructs Included in the Meta-Analyses ELM. Although this term is commonly found in the literature to refer to the dyadic relationship between a leader and a member, construct personalization is far from consistent. We identified seven different versions of the ELM scales developed by Green and colleagues, two additional ELM measures (Laden & Measly, in press; Cherished et al. 1992), and several modified versions of these scales. The LAMB scale (Green, Novak, & Shoemakers, 1982) is by far the most frequently used ELM measure. LAMB differs from the earlier VOID measures in that it does not focus on the amount of negotiating latitude a leader allows a member but rather on he nature of their general working relationship. To be included in the analyses, the study had to measure dyadic exchange quality in a manner consistent with the general themes found in the LAMB scale.
Because of the variability From a conceptual standpoint, it makes sense to divide the literature on ELM correlates into two categories: antecedents (I. E. , those variables hypothesized to affect the development of leader-member relationships) and outcomes (I. E. , those variables hypothesized to result from ELM). Because most of the empirical research reviewed in this article is correlation and cross-sectional, we void discussing them in terms of causal inferences regarding the direction of these relationships. For purposes of the present analyses, we treat them all as correlates. A list of the reasons for study exclusion is available on request from Charlotte R. Serener. Found in scales explicitly labeled “ELM,” we also included a few other measures that were used to assess the ELM construct (e. G. , Leader Behavior Description Questionnaire; LBS.). We included the LBS. because it was used in the early empirical research before the specific ELM scales were developed (e. G. , Green, Danseuses, Minima, & Cushman, 973). However, we included studies using the LBS. only if the item referents were changed to reflect a dyadic perspective.
We did not include studies that used the Multiracial Leadership Questionnaire (Bass, 1985) because these relationships are not consistently dyadic in nature and have recently been reviewed by Lowe, Crock, and Submariner’s (1996). We evaluated studies on a case-by-case basis to determine if the constructs used could be classified as ELM. In cases of uncertainty, we contacted the author(s) to determine if they would classify their measure as ELM. Performance ratings. This construct was personalized as subjective, supervisory ratings of a member’s Job performance. We excluded global measures of competence (I. E. Not related to performance in a specific Job) from this analysis but analyzed them separately in the relationship between competence and Objective performance. Objective performance referred to all measures of performance that did not rely on a subjective rating, which typically meant indexes of the quantity or quality of work, such as the total number of cases processed or the total sales in dollars (e. G. , Green, Novak, & Shoemakers, 1982; Tanner & Strawberry, 1990). Satisfaction. We examined two constructs related to work satisfaction in the meta-analysis: overall Job satisfaction and satisfaction with the supervisor.
Overall satisfaction referred to how satisfied a member was with the Job in general or the organization, whereas satisfaction with the supervisor referred more explicitly to how satisfied a member was with his or her working relationship with a supervisor. Several different scales were used to measure satisfaction, including the Job Description Survey, Hopped Scale, and Minnesota Satisfaction Questionnaire. Satisfaction with supervisor was usually measured using one of the facet scales associated with these general measures of satisfaction. Organizational commitment.
Although there are many different types of commitment discussed in the literature, our analysis included only measures of members’ commitment to the employing organization. Measures of both attitudinal and calculated (or behavioral) commitment were included. With two exceptions, all studies in this analysis used a version of the commitment scales developed by Monday, Steers, and Porter (1979). Role perceptions. Many different aspects of role perceptions have been linked to ELM; however, there was an insufficient number of studies available to meta-analyze all role perceptions.
We conducted meta-analyses to assess the relationships between ELM and role conflict and role clarity. The analysis for role clarity also included studies that measured role ambiguity (reverse coded). The most common measure of role perceptions was a version of the scale developed by Orzo, House, and Larrikin(1970). Turnover processes. We examined the relationship between ELM and turnover in two separate analyses. One analysis was conducted using actual turnover data whereas the second analysis included member elf-reports of intentions to leave the organization. Member competence.
Measures of competence included both self- and supervisor ratings of general ability or expertise, cognitive ability tests, and experimental manipulations of competence. Because competence was conceptualized as a more global measure of ability, we did not use specific performance ratings in this analysis. Leader-member agreement. This analysis did not refer specifically to a correlate of ELM but rather to the agreement between leader and member regarding ELM quality. All studies that reported a correlation between leader ELM and member ELM were included in this analysis.
Coded Variables In addition to the correlations between ELM and the constructs described above, the following information was coded for each study: (a) date of publication, (b) publication form (I. E. , article, conference paper, dissertation, book chapter, or unpublished manuscript), (c) type of sample (lab versus field, type of field sample), (d) sample size, (e) demographic information regarding leaders and members, ( f) ELM measurement instrument, (g) ELM measurement perspective (I. E. , leader or member), (h) scale properties of ELM measure (I. E. Liability and range), and (I) measurement information for criterion variables (I. E. , measurement instrument and reliability). All studies were coded independently by two raters (Charlotte R. Serener and a psychology doctoral student). A total of 1 ,075 coding decisions were made, with 86% agreement between the two raters. All disagreements were resolved through discussion with David V. Day. Computation and Analysis of Effect Sizes We used correlation coefficients in the computation of all effect sizes. If a correlation coefficient could not be calculated from the reported statistics, the study was roped from further analyses.
In order to preserve the independence of samples, we included only one effect size from each sample in each meta-analysis. We computed estimates of overall effect sizes and homogeneity of effect sizes according to the formulas set forth by Hedges and Oilskin (1985). Before combining effect sizes, we converted RSI to DSL and corrected for sampling error. We then averaged the refs to obtain an estimate of the overall effect size, d+. When measurement reliability information was available for at least 75% of the effect sizes in a given analysis, we also corrected the responding sample-weighted correlations for measurement error.
Although the application of corrections is traditionally associated with the Hunter and Schmidt (1990) approach to meta-analysis, Hedges and Oilskin (1985) stated that this is an acceptable procedure provided that sufficient reliability information is available. In such instances, a closer estimate of the true population correlation can be attained by applying correction formulas to the study-level correlations, given that statistical artifacts such as measurement error can attenuate willing-study correlations (Huffiest, Arthur, & Bennett, 1993; Hunter & Schmidt, 1990).
In the present meta- analyses, we calculated summary effect sizes with both uncorrected and corrected correlations. In addition to the estimates of overall effect size, we also calculated a homogeneity statistic (Q) for each analysis. A significant Q statistic indicates that the overall mean effect size does not adequately describe all the effect sizes and further moderator analyses are warranted.
Because the formulas for homogeneity of effect sizes are inappropriate for disorientated effect sizes, we did not interpret the Q statistics associated with the correlations corrected for measurement unreliability. We used the corrected correlations only to estimate a mean weighted effect size. TTT is fairly common for overall effect sizes to be heterogeneous (Hedges, 1987). Although Hunter and Schmidt (1990) argued that nearly all heterogeneity can be attributed to statistical artifacts, heterogeneity may also result from other factors, such as between-study moderators and statistical outliers.
Some researchers have advocated the removal of statistical outliers in an attempt to achieve homogeneity of effect sizes, as well as a more reliable estimate the true population effect size (Hedges, 1987; Hedges & Oilskin, 1985; Huffiest & Earth 995). In the present meta-analyses, we conducted both categorical moderator analyses and statistical outlier analyses to examine potential sources of heterogeneity. On the basis of our review of the literature, we identified two a priori categorical moderators of overall effect sizes: (a) the ELM measurement instrument (I. . , LAMB all others), and (b) ELM perspective (I. E. , leader vs.. Member), which we used to examine the impact these two variables on the homogeneity of the overall effect sizes. These analyses analogous to a one-way analysis of variance that compares effect sizes by a specific lass variable determined on the basis of study characteristics. If a categorical moderator model completely fits the data, the between-class effect will be significant whereas the within-class effect will be insignificant (indicating homogeneity with classes; Johnson & Turbo, 1992).
In addition to the categorical moderator analyses, conducted outlier analyses to attain homogeneity of effect sizes. This was accomplished by ordering the effect sizes in each meta-analysis with regard to their deviations from the mean effect size and then sequentially eliminating the largest outlier until the overall Q tactics was insignificant (indicating homogeneity of effect sizes), or until 20% of the original studies were removed (see Hedges & Oilskin, 1985, up. 256-257). | https://clikngo.com/leader-member-exchange-meta-analysis/ |
Many Ph.D. programs are shaped by their graduate students, and the social psychology program at Ohio State is no exception. The current excellence of Ohio State’s social psychology program is, in part, driven by the success of its previous graduate students. Ohio State’s social psychology program has produced exemplary scholars that currently hold academic positions all over the world. Ohio State’s global reach helps to foster a strong network of social psychologists who continue to collaborate on cutting-edge research and reconnect at academic conferences throughout the year. There have been innumerable outstanding alumni from our program. Below is a brief list of various OSU alumni along with a summary of their research.
Mahzarin Banaji (Ph.D. - 1986)
Mahzarin Banaji is the Richard Clarke Cabot Professor of Social Ethics in the Department of Psychology at Harvard University. Banaji is also the first Carol K. Pforzheimer Professor at the Radcliffe Institute for Advanced Study, and the George A. and Helen Dunham Cowan Chair in Human Dynamics at the Santa Fe Institute. Banaji taught at Yale from 1986-2002 where she was Ruben Post Halleck Professor of Psychology. Banaji was elected fellow of the Society for Experimental Psychologists, Society for Experimental Social Psychology, the American Academy of Arts and Sciences, named Herbert A. Simon Fellow of the American Academy of Political and Social Science and named William James Fellow for a lifetime of significant intellectual contributions to the basic science of psychology by the Association of Psychology Science, an organization of which she also served as President. She also received the Carol and Ed Diener Award for Outstanding Contributions to Social Psychology. Banaji studies thinking and feeling as they unfold in social contexts, with a focus on mental systems that operate in an implicit or unconscious mode. She studies social attitudes and beliefs in adults and children, especially those that have roots in group membership. She explores the implications of her work for questions of individual responsibility and social justice in democratic societies. Her current research interests focus on the origins of social cognition and applications of implicit cognition to improve individual decisions and organizational policies.
Jamie Barden (Ph.D. - 2005)
Jamie Barden is an Associate Professor in the Department of Psychology at Howard University. The central theme of his research is to find evidence of the mechanism underlying evaluative judgments, including both meta-cognitive and automatic processes. A second theme is to explore the consequences of placing the self and others into social categories (race, gender, sexual orientation). The bulk of his research reflects the intersection of these two themes. Current projects in the lab include investigating meta-cognitive processes underlying certainty judgments (including the role of accessibility and certainty in standardized test performance), stereotype traits that are unique to the ingroup, and racial identity tailoring in advertising. Barden has been on the HU faculty since receiving his Ph.D. in Social Psychology from Ohio State in 2005. Barden’s work is published in JPSP, JESP, PSPB and SPPCompass, he has served as Associate Editor at BASP, and his research has been supported by APF and NSF. He is Co-Director of the Howard-NAEP Statistics and Evaluation Institute, which is fully supported by Educational Testing Service (ETS).
John T. Cacioppo (Ph.D. - 1977)
John Cacioppo was the Tiffany and Margaret Blake Distinguished Service Professor in the Department of Psychiatry and Behavioral Neuroscience at the University of Chicago. Cacioppo received his doctor of philosophy degree from Ohio State University in 1977 and joined the University of Notre Dame’s department of psychology as an assistant professor that year. He moved to the University of Iowa in 1979 and was promoted to associate professor in 1981 and to professor in 1985. Cacioppo’s collaboration with Rich Petty also expanded during this period: They co-authored books and articles on, among other things, the elaboration likelihood model of attitudes and persuasion and individual differences in cognitive motivation (“need for cognition”) with an emphasis on the role of need for cognition in attitude formation and changes. Cacioppo was one of the founders of the field of social neuroscience and the author of more than 500 scientific articles, chapters, reviews, and commentaries, and he authored or edited more than 20 books. Cacioppo passed away in early 2018.
Patricia Devine (Ph.D. - 1986)
Patricia Devine is the Kenneth and Mamie Clark Professor of Psychology in the Department of Psychology at the University of Wisconsin–Madison. Devine has conducted research on how people manage the intrapersonal and interpersonal challenges associated with prejudice in our contemporary society. One main focus for her recent work centers on the sources of motivation, internal and external, for responding without prejudice and the unique challenges these alternate sources of motivation create for managing the interpersonal aspects of intergroup relations. Key questions concern the relation between explicit and implicit prejudice and the processes that regulate the use of stereotypes. In addition, she has conducted research on the qualitative nature of the tension between majority and minority group members that may create obstacles for harmonious intergroup relations, and which may, in some instances lead to an escalation of prejudice coupled with a tendency to lash out at stigmatized groups. Devine also has programs of research on dissonance-related phenomena and the processes involved in resisting persuasion.
Lee Fabrigar (Ph.D. - 1995)
Lee Fabrigar is a Professor of Psychology in the Department of Psychology at Queen’s University. His primary research interests fall within the domain of attitude and persuasion research. Within this domain, his research has investigated the effects of attitude structure and social context in regulating the susceptibility of attitudes to persuasion and the impact of attitudes on behavior, judgment, and information processing. His research has also explored methods of measuring attitudes and their underlying structural properties. Other research interests include the psychological mechanisms underlying social influence tactics, the relationship between personality traits and the self, the role of attachment style in relationship processes, and methodological issues in the application of statistical methods (e.g., factor analysis and structural equation modeling) to psychological research.
Camille Johnson (Ph.D. - 2005)
Camille Johnson is an Associate Professor in the Department of Psychology at San Jose State University. Johnson received her Ph.D. in Social Psychology from Ohio State University in 2005 and completed a post-doctoral fellowship at Stanford University Graduate School of Business. Her primary research focuses broadly on the relationship between social comparisons, motivations and performance. In addition to these interests, she has a number of active collaborations and affiliations with researchers involved in a wide variety of research topics like exploring issues surrounding responses to uncertainty and self-doubt, and interracial interactions. Johnson was named an Ascendant Scholar by the Western Academy of Management in 2010, and received the Early Career Investigator Award from the San Jose State University Research Foundation in 2014. She serves as the faculty chair of the WASC Accreditation Steering Committee.
India Johnson (Ph.D. - 2012)
India Johnson is an Assistant Professor in the Department of Psychology at Elon University. Johnson’s research interests revolve around issues relating to prejudice, attitude change, and social identity. For instance, in one line of research she has adapted principles of attitude change to develop a new strategy to reduce automatic prejudice. She also has several projects examining the downstream consequences of having conflicting implicit and explicit attitudes on motivated information search and processing. In her most recent work, Johnson has developed interventions geared towards promoting and encouraging the recruitment of women and women of color in science, technology, engineering and math (STEM). Across a number of studies, she has examined how various strategies - role models, allyship, awareness of gender bias, subtle features of the environment - can potentially increase belonging among those who identify with negatively stereotyped groups.
Walter Mischel (Ph.D. - 1956)
Walter Mischel was the Robert Johnston Niven Professor of Humane Letters in the Department of Psychology at Columbia University. He was best known for his groundbreaking study on delayed gratification known as “the marshmallow test.” In the late 1960s Mischel began a study on delayed gratification—the ability to abstain from instant but less-desirable outcomes in favour of deferred but more desirable outcomes. Follow-up studies, conducted later in life via self-report, further showed that high delayers achieved greater academic success (e.g., higher standardized test scores), better health (e.g., resistance to substance abuse), and more-positive relationships (e.g., lower rates of marital separation and divorce). This breakthrough research demonstrated not only that willpower can be learned but also that it seems to be “a protective buffer against the development of all kinds of vulnerabilities later in life,” as Mischel concluded, thereby implying that self-control is key to both academic and personal success. In 1983, Mischel became a professor at Columbia University. He was elected to the American Academy of Arts and Sciences (1991) and the National Academy of Sciences (2004). Mischel served as editor of the Psychological Review (2000–03) and president of the Association for Psychological Science (2007–08). In 2011, he won the University of Louisville Grawemeyer Award for Psychology for his work on delayed gratification, self-control, and willpower. Mischel Passed away in 2018.
Eva Pietri (Ph.D. - 2013)
Eva Pietri is an Assistant Professor in the Department of Psychology at IUPUI (Indiana University - Purdue University Indianapolis). Broadly, Pietri investigates how basic processes in social cognition and attitudes influence a variety of domains that are pertinent to real world issues. Her research uses theories and research from social psychology to guide the development of interventions. Much of her current research focuses on reducing biases and promoting diversity in science technology engineering and mathematics (STEM) fields. For example, Pietri has developed Video Interventions for Diversity in STEM (VIDS). VIDS are short high-quality videos that consist of two presentational styles that each demonstrate empirical evidence of gender bias. Her research has found that VIDS can increase individuals’ ability to notice subtle gender bias and promote speaking out against this unfair behavior.
Cynthia Pickett (Ph.D. - 1999)
Cynthia Pickett is an Associate Professor in the Department of Psychology at the University of California – Davis. In addition to her academic appointment in Psychology, Cynthia Pickett is director of UC Davis’ Self and Social Identity Lab, which conducts research within the areas of social identity, intergroup relations, the self, social cognition and self-regulatory processes. Pickett is a member of several professional societies, including the Society of Experimental Social Psychology, the Association for Psychological Science, the International Social Cognition Network, the International Society for Self and Identity, the Society of Experimental Social Psychology, and the Society for Personality and Social Psychology. Previously, she served as associate editor and on the editorial board of the Journal of Personality and Social Psychology. Pickett currently serves on the editorial boards of Social and Personality Psychology Compass, Group Processes and Intergroup Relations, Basic and Applied Social Psychology, and Personality and Social Psychology Bulletin.
Derek Rucker (Ph.D. - 2005)
Derek Rucker is the Sandy & Morton Goldman Professor of Entrepreneurial Studies in Marketing at the Kellogg School of Management at Northwestern University. Rucker joined the Kellogg marketing department in the Fall of 2005. His primary research focuses broadly on the topics of power, compensatory consumption, persuasion, and consumer behavior. His work asks, and seeks answers to, what makes for effective advertising and what motives underlie consumer consumption. To answer these questions, Rucker draws on his rich training in social psychology. His work has appeared in numerous leading journals in psychology and marketing such as the Journal of Personality and Social Psychology, the Journal of Consumer Research, the Journal of Marketing Research, and the Journal of Consumer Psychology. In addition, his research has been covered in major media outlets such as The New York Times, Time Magazine, and ABC News. In recognition of his commitment to excellence in teaching, Rucker was nominated as a finalist for the L.G. Lavengood Outstanding Professor of the Year Award and a recipient of the Top Elective Professor Award. In addition to his work in the classroom, Rucker is a co-instructor of the annual Kellogg Advertising Superbowl Review. The review is in the spirit of Kellogg's focus on experiential learning and cultivates basic principles learned in the classroom to critically evaluate advertising in a real world and high stakes environment.
Michelle See (Ph.D. - 2007)
Michelle See is an Associate Professor in the Department of Psychology at the National University of Singapore. See received her bachelor's degree (2001; summa cum laude) in psychology from University of Arizona, and her M.A. (2003) and Ph.D. (2007) in social psychology from Ohio State University. Much of See’s work focuses on attitudes, for example, how subjective perceptions versus structural properties of attitudinal bases influence matching effects in persuasion. She also conducts research on intergroup attitudes under conditions of threat.
Denise Sekaquaptewa (Ph.D. - 1997)
Denise Sekaquaptewa is a Professor of Psychology in the Department of Psychology at the University of Michigan. Sekaquaptewa’s research focuses on implicit stereotyping, prejudice, stereotype threat, and effects of category salience on test performance and academic motivation. Her current research is focused on stereotyping, prejudice, stereotype threat, and effects of category salience on test performance. One line of research concerns the test performance of solo vs. nonsolo group members. When one's social category is made salient via solo status (being the only member of one's social category in a group), academic performance is diminished, especially when the situation is one where the solo is stereotyped as a poor performer (e.g., females answering questions about science). Performance is less affected when the solo is not negatively stereotyped. A second line of research addresses the relationship between stereotype use and discrimination. Sekaquaptewa’s research shows that people who rely on stereotypes in processing have more negative social interactions with members of stereotyped groups, independent of how they feel about the stereotyped group. A third line of research bridges the first two by examining the interaction of implicit stereotyping and susceptibility to the negative influence of stereotype threat.
Sharon Shavitt (Ph.D. - 1985)
Sharon Shavitt is the Walter H. Stellner Professor of Marketing at the College of Business, Professor in the Department of Psychology, and Research Professor at the Survey Research Laboratory and in the Institute of Communications Research at the University of Illinois at Urbana-Champaign. Shavitt has published extensively on topics related to culture, consumer information-processing, and persuasion. She was co-chair of the ACR2008 North American conference, and was formerly the associate editor of Journal of Consumer Psychology. Her current research focuses on the cross-cultural factors affecting consumer persuasion, self-presentation, and survey responding. She also conducts research on the impact of motivational and contextual factors on evaluative processes. Shavitt teaches courses on marketing communications, consumer behavior, and survey methodology and has appeared numerous times on the University’s List of Excellent Teachers. She is on the Editorial Boards of the Journal of Marketing Research, the Journal of Consumer Psychology, and other journals. Shavitt is a former vice president of the policy board of the Journal of Consumer Research, a former treasurer of the Association for Consumer Research, member of the executive board of the Society of Consumer Psychology, and a former chair of the Society’s Scientific Affairs Committee.
Natalie Shook (Ph.D. - 2007)
Natalie Shook is an Associate Professor in the Department of Psychology at West Virginia University. Shook accepted a faculty position at Virginia Commonwealth University in 2007 and remained in that position until 2011, when she joined the WVU faculty as an assistant professor. The goal of Shook’s research is to understand the cognitive and affective processes underlying attitude formation and change, as well as how attitudes guide behavior. To do this, a broad range of topics are studied, including racial prejudice, political ideology, homophobia, and emotional disorders. Shook incorporates a variety of techniques into her research from self-report measures to implicit measures (e.g., evaluative priming tasks) to physiological measures (e.g., heart rate variability) and studies diverse populations (e.g., college students, older adults, clinical samples).
Claude Steele (Ph.D. - 1971)
Claude Steele is the Lucie Stern Professor in the Social Sciences (Emeritus) as well as the I. James Quillen Endowed Dean (Emeritus) at the Stanford Graduate School of Education at Stanford University. He is best known for his work on stereotype threat and its application to minority student academic performance. His earlier work dealt with research on the self (e.g., self-image, self-affirmation) as well as the role of self-regulation in addictive behaviors. In 2010, he released his book, Whistling Vivaldi and Other Clues to How Stereotypes Affect Us, summarizing years of research on stereotype threat and the underperformance of minority students in higher education. He was elected to the American Academy of Arts and Sciences, the National Academy of Sciences, the National Science Board, the National Academy of Education, and the American Philosophical Society. Steele currently serves as a trustee of the Russell Sage Foundation and the John D. and Catherine T. MacArthur Foundation, and as a Fellow for both the American Institutes for Research and the American Academy of Political and Social Science.
Zakary Tormala (Ph.D. - 2003)
Zakary Tormala is a Professor of Marketing in the Graduate School of Business at Stanford University. Tormala received a B.A. in psychology from Arizona State University in the fall of 1996 and went on to earn his Ph.D. in social psychology from Ohio State University in 2003. From 2003-2007, he served as an assistant professor of social psychology at Indiana University. In 2007 he joined the marketing faculty at Stanford, where he teaches courses on attitudes, persuasion, and consumer behavior. Tormala has published numerous articles in leading psychology and marketing journals, including Journal of Personality and Social Psychology, Journal of Consumer Research, Journal of Marketing Research, Journal of Experimental Social Psychology, Personality and Social Psychology Bulletin, and Journal of Consumer Psychology, among others. For his contribution to scholarly research in consumer behavior, he received the Society for Consumer Psychology’s Early Career Award for Distinguished Scientific Contribution in 2008 and was named to the Marketing Science Institute’s list of Young Scholars in 2009.
Kip Williams (Ph.D. - 1981)
Kip Williams is a Distinguished Professor of Psychology in the Department of Psychological Sciences at Purdue University. His research interests lie broadly in group processes and social influence. His specific research topics include ostracism, social loafing and social compensation, stealing thunder, Internet research, and psychology and law. He is working primarily on ostracism-being ignored and excluded-and how it affects individuals and groups. His lab’s studies indicate that the initial reaction to ostracism is pain, which is similarly felt by all individuals regardless of personality or social/situational factors. Ostracism then instigates actions aimed at recovering thwarted needs of belonging, self-esteem, control, and meaningful existence. Williams has authored several books on the topic of ostracism. | https://psychology.osu.edu/about/programs/social/featured-alumni |
The challenges organizations face in recruiting talent, reducing employee turnover, and bridging skills gaps have garnered considerable attention in recent years. Further, many companies have existing employees who offer valuable institutional knowledge, domain expertise, and continuity but lack the skills to meet rapidly evolving workplace technology demands. Employers can reconcile these conflicting priorities by investing in long-tenured human resources through training that retains and maintains their current workforce.
Most organizations consider employee retention among their top workforce goals, striving to minimize disruptions to workforce productivity and continuity. In addition, material measures highlight the costs associated with recruiting, onboarding, training, and acclimating new employees, with estimates indicating that it takes an average of six months for a company to break even on its investment in a new hire.
The considerable contributions veteran employees make through leveraging their experience and knowledge are especially valuable assets that organizations lose with these workers’ departures. Further, according to Deloitte’s Human Capital Trends research, innovation is an attribute that is not correlated with generation, suggesting that workers at all stages of their careers have the potential to drive organizational progress in new directions. Still, while there are compelling arguments for retaining, rather than replacing, proven employees, workers with many years in the same role often function with skill sets that have become obsolete. This is where retraining programs can create tremendous organizational impact.
Understanding the value their experienced employees offer, organizations are looking for professional development programs that can equip them to supplement their professional toolkits with today’s essential technical skills. This type of initiative is demonstrated in the example of a tech-forward enterprise implementing a training program to address these issues.
A multinational corporation, this current Data Society client is undergoing rapid growth and, in the process, adding other organizational groups to its ranks. This organization’s learning and development department recognizes that this collective workforce has a wealth of proven professionals with experience, institutional knowledge, and leadership qualities. Therefore, they have identified a need to provide upskilling opportunities for all employees, catering primarily to workers with decades of experience who have lacked exposure to some current technologies. The program will address these employees’ retraining needs through pre- and post-assessments designed to:
This corporation intends to support its workers’ professional mobility and longevity through these efforts. In addition, retraining will help the organization access its dedicated employees’ full potential for years to come.
The trend toward ongoing retraining, upskilling, and new skilling reflects a broader realization that today’s workers at all stages of their careers must have the flexibility to meet continuously evolving work needs, which change at a pace that even traditional academic programs can’t match. Several remarkable statistics illustrate this rising need:
Given these insights, it appears reasonable to assume that organizations will increasingly require continual training of employees across roles and tenures to thrive in an eternally dynamic workplace climate. Investing in workforce retraining programs that cater to current industry demands and different workforce demographics can help enterprises keep pace with the external and internal variables that drive sustained success amid uncertainty. In addition, retraining programs offer organizations a precious opportunity to thoughtfully assess their workers’ existing skills and identify pathways to new roles, enabling them to both retain and maintain valuable human resources.
Data Society provides customized, industry-tailored data science training solutions—partnering with organizations to educate, equip, and empower their workforce with the skills to achieve their goals and expand their impact. | https://datasociety.com/retraining-to-retain-and-maintain-talent/ |
Precept 5: Local effects
Resource projects can incur significant environmental and social costs that are often borne disproportionately by those in the vicinity of the extraction. However, extractive projects also have the potential to generate benefits for local communities through employment and the demand for goods and services, at least while operations continue.
Resource management requires minimizing the costs for affected communities, while enhancing the benefits. Where these costs cannot be eliminated, the government should arrange adequate compensation for those affected. As a general rule, the aim of compensation should be to improve the livelihoods of those most adversely affected by extraction.
Involve the local community in decision making and assessment
Local communities, local governments and the wider public should be involved in project processes prior to project development. Efforts taken to inform and involve the public in decisions about the overall vision for a nation’s resources must be presented objectively by independent researchers. Involving members of the public helps them to understand how they will be affected, plan for the pending changes, and contribute local knowledge to the design of mitigation and enhancement strategies. Not doing so risks antagonism and possible conflict.
However, it is important to recognize that there may be differences between the interests of the local population and the country as a whole. Where a decision is made to realize greater benefits for the rest of the country to the detriment of local groups, government should ensure these groups are remediated.
Establish and define ownership rights
The government, in agreement with citizens at both the local and national levels, should clearly establish ownership rights to sub-soil wealth, and assign the rights to subsequent revenues. While sub-soil wealth is usually, but not always, owned by the state on behalf of all the citizens of a country, local communities may own, or at least rely upon, land, water and other natural assets affected by extraction. This includes communities that are not necessarily local to the project site but that rely on affected natural settings such as rivers and coastlines. The government should appropriately remediate impacted areas in a swift, credible and transparent manner compatible with accepted human rights standards.
Government failure to provide reasonable compensation as well as equitable participation in national benefits can give rise to citizens’ frustration, disruption of extractive projects, or even conflict. It can also increase budgetary costs in the form of later welfare support for vulnerable people within affected communities. However, the government should not award a greater proportion of state revenues (beyond that required to compensate for adverse impacts) to resource-rich regions than to other regions, unless there are specific national legacy commitments such as those to indigenous peoples or historically neglected areas.
Measure and mitigate the negative effects of extraction
The government should identify potential negative effects before granting specific extraction rights, so as to ascertain whether the country will get a good deal from extraction. In some cases it may be appropriate to defer operations until governance or technology improves, or until the impact can be better assessed.
If the government does grant rights, it should plan to mitigate the adverse consequences of extraction. In particular, the government should require companies to present, and obtain approval for, contingency plans in cases of emergency. These contingencies should include the availability of equipment and expertise to manage accidents, such as oil spills. This should be accompanied by the means to monitor a project throughout its life cycle to ensure that all parties follow the plan and to identify future, unexpected impacts of the project. As it is impossible to predict all the potential costs, requiring developers to have systems in place to monitor and manage environmental and social impacts on an ongoing basis is just as important as the assessments conducted in project planning.
The government is responsible for setting and enforcing environmental standards (preferably in compliance with international standards such as the Equator Principles), while the extractive company is usually in the best position to mitigate environmental damage. Companies may have only weak incentives to consider the environmental consequences of operations, unless the government makes it a condition of awarding the concession, with penalties attached. The government should ensure that either it or the company sets aside funds for remediation, as the company may leave or sell to another party when projects become unprofitable, which may be long before the official project period ends. Independent contractors, acquired on a competitive basis, can be hired to undertake environmental operations such as reclamation.
The security arrangements around projects can give rise to human rights concerns when private or state security forces use excessive force. Operations should include strong safeguards and legal recourse mechanisms in cases of human rights violations.
Artisanal mining has a poor reputation for health and safety, and for the impact it has on the local environment. However, the informal industry also generates income for those living in poverty. The government should seek to formalize and regulate the industry, to mitigate the negatives of artisanal mining while preserving or improving the poverty-alleviating benefits. To achieve this, the government may consider cooperatives and other community-based solutions, while also encouraging the overall diversification of the economy in order create larger opportunities for poverty reduction.
Finally, the government should separately and explicitly identify and factor into the decision-making process the social impact of extraction on vulnerable or marginalized groups of resource extraction since these groups are often omitted from broader community impact consideration.
Take opportunities to develop local benefits from extraction
Extractive projects can present substantial economic and social opportunities for nearby communities. Authorities should take these into account alongside the costs when deciding whether to allow exploration and when approving companies’ development plans.
Mining projects in particular present potential training and direct employment opportunities for local workers. Even in cases in which the local labor force lacks the skills to effectively participate directly, there is likely to be demand from extractive industry workers for local goods and services, particularly in catering, hotels and other service industries. The government should consider how to support local efforts and encourage extractive companies to use such services.
Extraction projects may also require substantial infrastructure which can provide significant benefits in regions where the infrastructure is built. To enhance these benefits, the government, in discussion with companies, should consider making infrastructure open to multiple users. It is important, however, to make this decision before the design stage, and with the participation of the private sector.
Communicate with members of local government and strengthen their capacity
See Precepts 7 and 8 on impact of resource revenues on local government.
Local governments often play an important role in managing the impacts of the extractive industries. Weak local government can be a bottleneck to service provision and the mitigation of damaged from extractive projects. If communities are poorly served by their governments this may create tensions which threaten resource projects.
Enhancing the capacity of local government is a useful way for companies (as well as donors and civil society) to promote engagement with local communities, understand the vision communities have for their future, and deliver projects that are mindful of this vision. In cases where capacity is particularly poor, provision of services by companies may be warranted in the short-to-medium term.
For more information about implementing the principles of the Natural Resource Charter precepts, click here. | https://resourcegovernance.org/approach/natural-resource-charter/precept-5-local-effects |
There are no specific laws or guidelines for cybersecurity governance of banks in South Africa. The newly released King IV Corporate Governance Report provides limited guidance for managing cybersecurity risks. The Cybercrime and Cybersecurity Bill, which is expected to be introduced in parliament later this year, also does not provide governance guidelines. In the absence of specific guidelines, the country’s banking sector should consider aligning with the G7 guidelines.
Cost of cyber-attacks
The frequency and severity of cyber-attacks have grown, costing consumers $158bn in 2015, according to Cybersecurity Ventures research. They predict that global cybersecurity costs will grow to $6trn annually by 2021 and these will include:
- Damages and destruction of data
- Fraud, embezzlement, theft of money, intellectual property and personal and financial data
- Business interruption and costs associated with loss in productivity, restoring and deleting hacked data systems and post-attack disruptions
So serious is the threat that the US president Barack Obama declared a national state of emergency to deal with cybercrime, which is to national borders and can originate anywhere in the world.
The spectacular cyber-heist on the Bangladesh Bank in 2016 resulted in theft of $81m, and was the largest hack on a bank to date. The forensic investigation revealed that malware was installed within the bank’s system some time prior to the hack. The malware gathered information on all the bank’s operational procedures, allowing the theft.
Eight key elements in the new guidelines
- Cybersecurity strategy and framework
Financial sector entities must establish and maintain a cybersecurity strategy and framework tailored to specific cyber risks, in line with international, national, and industry standards and guidelines.Such a strategy should specify how to identify, manage, and reduce cyber risks effectively in an integrated and comprehensive manner. These should be tailored to the nature, size, complexity, risk profile, and culture of the business.
- Governance
The roles and responsibilities of personnel implementing, managing, and overseeing the framework should be clearly defined to ensure accountability; and provide adequate resources, appropriate authority, and access to the governing authority.Boards or oversight bodies of both private entities and government should establish the tolerance of their organisation to cyber-attack, and oversee the design, implementation, and effectiveness of related cybersecurity programmes.
- Risk and control assessment
Ideally, as part of an enterprise-risk management programme, entities should evaluate the inherent cyber risk presented by the people, processes, technology, and underlying data that support each identified function, activity, product, and service. In addition to evaluating its own cyber risks, the risk the organisation presents to others and the financial sector as a whole should also be considered. Government entities should also investigate their points of weakness and put the necessary protective measures in place.
- Monitoring
Systematic monitoring processes need to be established to rapidly detect cyber incidents and these should be tested regularly through audits and exercises. Depending on the nature of an entity and its cyber-risk profile and control environment, the guidelines advise that the testing process be carried out by independent auditors.
- Response
As part of their risk and control assessments, entities should implement incident response policies. Among other things, these controls should clearly address decision-making responsibilities, define escalation procedures, and establish processes for communicating with internal and external stakeholders. Exercising protocols within and among entities and public authorities contributes to more effective responses. Therefore cyberattacks should be publically reported to create an awareness of the nature of the threat within the industry, even though many enterprises fear that doing so could create distrust among their clients.
- Recovery
Resume operations responsibly, while allowing for continued remediation, including by (a)eliminating harmful remnants of the incident; (b) restoring systems and data to normal and confirming normal state; (c) identifying and mitigating all vulnerabilities that were exploited; (d) remediating vulnerabilities to prevent similar incidents; and (e) communicating appropriately internally and externally.Once operational stability and integrity are assured, prompt and effective recovery of operations should be based on prioritising critical economic and other functions and in accordance with objectives set by the relevant public authorities.
- Information sharing
Sharing reliable, actionable cybersecurity information with internal and external stakeholders and beyond on threats, vulnerabilities, incidents, and responses will enhance defences, limit damage, increase situational awareness, and broaden learning. Threat indicators or details on how vulnerabilities were exploited, allows entities to remain up-to-date in their defences and learn about emerging methods used by attackers. It deepens the collective understanding of how attackers may exploit sector-wide vulnerabilities that could potentially disrupt critical economic functions and endanger financial stability. Given its importance, entities and public authorities should identify and address impediments to information sharing.
- Continuous learning
Cyber threats and vulnerabilities evolve rapidly, as do best practices and technical standards to address them. The composition of the financial sector also changes over time, as new types of entities, products, and services emerge, and third-party service providers are increasingly relied upon. Entity-specific, as well as sector-wide, cybersecurity strategies and frameworks need periodic review and update to adapt to changes in the threat and control environment, enhance user awareness, and to effectively deploy resources.Other sectors, such as energy and telecommunications, present external dependencies; therefore, entities and public authorities should consider developments in these sectors as part of any review process.
Source: bizcommunity.com
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Press Release
AI Media Group launches The Deal Room – Africa’s first AI-focused, free investment matchmaking service
The AI Media Group has launched The Deal Room, Africa’s first artificial intelligence (AI) focused, free investment matchmaking service which aims to connect African AI focused startups to interested investors and venture capitalists (VCs).
AI Media Group is the publisher of AI and Data Science quarterly magazine Synapse, the AI TV YouTube channel, as well as the curator and organiser of AI Expo Africa — Africa’s largest B2B / B2G trade-focused AI, Robotic Process Automation and Data Science conference — which has been a great success over the last three years.
The annual expo has seen AI Media Group amass a database of over 1000 companies, most of which are Africa-based tech startups, scale-ups or small and medium sized businesses. The company has regularly been asked by some of these firms to make introductions to investors and also observed the challenges faced by startups, such as access, transparency, intermediaries and fees.
Although AI Media Group has been able to connect some of these companies with investors in the past, the number of requests have been on the rise and the firm now wants to improve on this service in terms of scale, process formalisation and automation through the launch of The Deal Room.
The Deal Room will be hosted on the AI Expo Africa domain — www.aiexpoafrica.com — which is a popular platform for Africa’s Fourth Industrial Revolution (4IR) community with over 3 million hits a year allied to a vibrant LinkedIn Group with more than 4 000 members. The Deal Room’s primary aim will be to direct 4IR, AI and smart tech companies seeking funding to investors, VCs and organisations who are interested in backing firms in this rapidly growing sector.
The Deal Room has attracted six launch investment partners, namely; Cirrus AI, Cape AI Ventures, Knife Capital, E4E Africa, Britegaze & Intelligent Impact, with more set to join in the coming months.
Nick Bradshaw, CEO AI Media Group and co-founder of AI Expo Africa explained, “The main idea behind The Deal Room platform is to facilitate rapid matchmaking between an investor and 4IR / AI focused startups and scale-ups that align with the firm’s stage of growth. It’s often a minefield to find the right investor so we curated a group of like minded investors that are interested in this space or who have a track record of similar investments to date. This is a long awaited value add service for our community with no strings attached, no “middleman” and total transparency.”
The Deal Room’s launch investors cover a broad spectrum of the investment lifecycle and include; Cirrus AI CEO Gregg Barrett; Cape AI Ventures co-founder Pieter Boon; Knife Capital co-managing partner Andrea Bohmert; E4E Africa Ventures principal Bakang Komanyane; Britegaze CEO Reshaad Sha, and Intelligent Impact founder Aunnie Patton Power.
Sha stated, “BriteGaze Fund One’s primary purpose is to assist AI businesses to accelerate their growth in South Africa and across the African continent through the provision of growth funding and advisory services to expand into new verticals as well as new geographies.”
Boon stated, “We expect that the Deal Room could be a catalyst for startups in Africa!”
Power stated, “There is such a need for greater transparency for startups that are raising capital. We are excited to have this tool available to the market!”
Bohmert stated, “Investing in companies who solve real world problems applying deep AI capabilities is what we are looking for. We are very excited about The Deal Room and its ability to match startups with investors, embracing a partnership journey that is equally more about substance and less about the hype”.
Komanyane stated, “The Deal Room will help us identify new 4IR-focused companies that align with our investment goals in this sector, its a great innovation for the Africa tech scene and one we are proud to be associated with”
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Barrett stated, “The Deal Room by AI Media Group will assist in the development of Africa’s AI ecosystem and is therefore an initiative that we are enthused to support and participate in.”
Bradshaw concluded, “The Deal Room’s biggest selling point is there is no complicated paperwork, costs or loss of equity for companies looking to use the platform. They simply answer a set of confidential questions on the nature of their investment needs, details about their company, products or services and the AI Media Group then passes them on to the most appropriate investor(s). Just like internet dating, our goal is to make a perfect match and speed up the process of investment capital flowing into the African 4IR tech sector. We can’t wait to see the results!”
Startups and scale-ups looking to submit their requests for funding can do so via The Deal Room online submission process HERE
Technology
How Non-Techies Are Breaking Into Tech Jobs
Image credit: Tasnim Shamma/WABE
Technology startups are at the forefront of innovation. However, while there are plenty of opportunities to influence technological growth, many people lack the necessary training to succeed. This means people need to attend training programs designed to help acquire the skills needed to break into careers in tech. Many college graduates were prepared for jobs that no longer exist or will soon become antiquated.
A 2017 report by McKinsey found that around 50% of current work activities are “technically automatable”. With this in mind, the reason is clear why so many regular people are starting to consider jobs in technology.
Whatever statistic you want to use, one thing is for certain: millions of workers are vulnerable to automation, and many future jobs are in the technology industry.
As automation continues to take hold and disrupt new markets, there are a number of available programs to support people who want to transition into the tech industry. This article will discuss the three main paths being used to support workers in their transition: coding bootcamps, upskilling, and reskilling.
Coding Bootcamps as a Training Method
Coding bootcamps are short-term, intense training programs focusing on employment. Whereas college is focused on teaching a wide range of theoretical knowledge which builds the foundation for a career in Computer Science, coding bootcamps have one specific focus: to help people find jobs in tech.
A recent report on the bootcamp market found that 33,959 people graduated from coding bootcamp in 2019 alone, a 4.38% increase from the previous year.
Coding bootcamps, which have been around for about a decade, have grown in popularity because they promise to help people pursue specific careers in technology.
Bootcamps often position their courses in fields such as Data Sciencea and Web Development, both of which are expected to realize strong growth in the coming decades. Also, bootcamps bundle services such as career support and hiring partnerships together with offerings. These services assist people in their transition from a training program to a job.
Learning New Skills Through Upskilling
Often, a worker will be in a stable field but needs additional training to keep up with technological changes. For instance, a retailer may need to be trained in a few Sales tracking tools, or an Engineer may need to learn a new programming language. This type of training, called upskilling, is an important part of workforce training.
Upskilling refers to when people learn about new technologies to help them stay viable. While a particular job may not be directly affected by automation, new technologies have emerged, allowing employees to be more productive and efficient.
Many companies looking to largely incorporate technology in their business have in-house upskilling initiatives. The Guardian Life Insurance Company, for instance, is training its workforce in new technology like sensors used to improve underwriting and risk management procedures.
Upskilling allows people who work in more traditional roles – like Marketing, Business Development, Sales, and Payroll – gain exposure to new tech ideas, and may act as a springboard to further training opportunities. For instance, a marketer may be trained in how to use SQL to analyze campaign data. Also, after finishing an upskilling program, an employee may decide to commit to pursuing a career in tech, capitalizing on the skills acquired during training.
Also Read: Chidi Nwaogu: Multi Award-winning Entrepreneur Launches Global Fellowship Program for Aspiring and Early-stage Entrepreneur
Reskilling Existing Workers
There is another training option in addition to coding bootcamps and upskilling which has become popular among technical training programs in recent years: reskilling programs. Reskilling programs are initiatives where a business invests in its workers and help build the skills employees need to remain viable.
In contrast to bootcamps, reskilling programs are designed for workers whose job is at risk of automation. An employer will create a training program in a field of growth within their business–the Cloud, for example–and offer some workers the opportunity to retrain in a new field. AT&T, for example, is investing $1 billion in workforce retraining. The telecom giant did so after learning only half of their employees had the skills needed to be protected from automation.
Reskilling programs have grown in popularity because they allow businesses to simply retrain existing employees instead of hiring a new workforce. Often, companies will work with external training providers such as Udacity to design a reskilling program and offer to retrain any employee whose job is likely to soon become obsolete.
Reskilling programs offer dedicated workers an opportunity to stay with a company while being trained for a job in tech. This is an especially worthy proposition for workers who do not want to invest months training beyond work hours. With a reskilling program, a worker can stay with an employer – and earn a paycheck – while being trained in the new skills they need.
Each training method mentioned above has the potential to support people who are breaking into tech from non-technical backgrounds. Upskilling, coding bootcamps, and reskilling options are only three of the many workforce training options being explored. Apprenticeships and education-as-a-benefit, among other programs, are being seen as additional ways for workers to gain new technical skills.
Automation presents a threat to millions of workers, but jobs in techare likely to keep growing and provide job security. But before workers can get a job in tech, they need to find the training, and that’s where coding bootcamps, upskilling, and reskilling have become crucial in the workforce development puzzle.
Technology
Blockchain breakthroughs in Africa signal enterprise adoption readiness
Technological breakthroughs such as blockchains and distributed ledger technologies are digital infrastructures that enable innovation. Businesses across the globe are already benefiting from blockchain-based technologies which are predicted to create over $3 trillion in business value by 2030 according to Gartner. Despite the huge potential, CIOs overestimate the capabilities and short-term benefits of blockchain technology to help them meet business objectives which creates unrealistic expectations when it comes to assessing offerings from blockchain platform vendors and service providers.
Companies such as IBM were early adopters of blockchain. “We have used it now to solve issues with the management of our supplier ecosystem and, most recently, we are working to use the technology to improve the way in which we onboard and manage the suppliers we work with (known as the Trust Your Supplier),” said Anthony Butler, IBM’s leader and CTO for blockchain services in Africa and Middle East.
Aligning blockchain projects to fit the overall business strategy of an organisation is key for companies looking to pursue blockchain-based implementations. “We are led by the market and we will build whatever capabilities we need in order to address market demand. We see a lot of companies now wanting to implement blockchain networks at scale so helping them with this, as well as the associated business challenges, is a core part of our strategy. “We are seeing customers who look to us, the general contractor, for convening blockchain networks across different countries, industries, and technologies,” said Butler.
There are also increasing opportunities to create even more value by applying AI and IoT to blockchain networks. This is also an area of focus for companies like IBM. For example, integrating sensors with a blockchain network to gather real time and immutable data on the temperature and conditions under which a product has been transported through a cold chain; or using AI to make predictions based on the data that is sourced via the blockchain network. “There are many emerging cases now and our research organisation is focused on what comes next so we are looking at the implication of quantum or how technologies such as crypto-anchors can be used to further strengthen supply chains with blockchain for example,” Butler explained.
The role of Cloud in implementations of blockchain solutions for African enterprises
African based companies are making blockchain technological implementations. “We completed the Cranberry Cognitive Operational Management Engine which provides the most relevant real-time business service and operational data to the relevant individuals and business units across all service levels of client organisations through interactive dashboards,” said Stin Mulunda, CIO at Cranberry AB. The company has delivered a future-proof business management system which will run optimally 24/7 by leveraging all aspects and elements of data and the environment to ensure an accurate understanding of current realities and how to enhance the future. “We are now able to provide businesses with:
- A single version of the truth through the implementation of smart contracts and the Business Node Consensus Ledger (BNCL);
- Real-time and predictive SLA compliance with bottleneck and business node identification;
- Customer, human resource, provider and operational trend analysis.
The scalability and reduction of total cost of ownership as energy consumption, system upgrades, hardware and software updates as well as infrastructure expert remuneration costs are axed from business expenses upon migration to cloud. The other benefit associated with cloud-based infrastructure is the myriad of software solutions which are compatible with an environment with the option to deploy remotely.
“Agility and service optimisation have become an essential trait for survival for businesses in every sphere of the economy, this has led to the mass adoption of enabling technologies such as artificial intelligence, blockchain and IoT which are all fundamentally cloud-based (distributed infrastructure),” said Mulunda. Cloud platforms such Microsoft Azure, Google Cloud and AWS offer businesses the ability to leverage world-class infrastructure, artificial intelligence capabilities as well as blockchain and IoT solutions.
Also Read: Women In Big Data South Africa set to exhibit at AI Expo Africa 2020, amplify women in AI, Data Science
Cloud, automation, AI, machine learning, blockchain and advanced analytics are just some of the innovations being speedily implemented worldwide to combat business disruption. “The Cranberry Operational Engines’s machine learning and natural language processing algorithms provide organisational correlative analytics on all events, transactions and interactions across all business units and their underlying internal and external resources,” said Mulunda. “The business interaction module harnesses node data to calculate the business proficiency of all business units, individual human resources, and client interactions to provide business leaders a full view of the organization’s performance against set objectives, SLAs and targets at any given time.
This brings the unprecedented possibility to observe and predict current and future organisational efficiency, achievements, profitability, client sentiment, and customer experience by creating a seamless flow of information across internal and external business environments as is the case with a client such as Afrocentric, thereby future-proofing of every aspect of an organisation’s operations.”
“We’re currently in the final phase of the development of our neural analytic dashboards which will harness the Engine’s machine learning capabilities to provide executives with accurate real-time organizational correlative analytics,” Mulunda explained. These dashboards are programmed to analyse the most important/relevant metrics and KPIs to provide summarized intelligence on all events (i.e new customer vs returning customers, human resource punctuality vs revenue vs expenditure per province, store type, etc).
Written by: Heath Muchena, founder of Proudly Associated. Heath works with international companies looking to launch products and services in African markets. He is also the brains behind Block Patrol – a technology adoption and business development startup that pushes the value of advanced tech upstream. He is also the author of 15 books ranging from tech, political economy, business and finance. | https://businessafricaonline.com/sa-banks-cybersecurity-guidelines/ |
Could COVID-19 lead to a global food crisis? As the virus spreads around the world, there are concerns that global food security could come under pressure (Laborde et al. 2020, Martin and Glauber 2020, Torero 2020). Food production is currently high, but it could be negatively impacted by increased workers’ morbidity, disruption in supply chains, and containment measures. Governments’ attempts to restrict food exports to meet domestic needs could make things much worse.
In a new paper (Espitia et al. 2020a), we analyse how world trade in food could be affected by COVID-19 and escalating export restrictions. We quantify the initial shock due to the pandemic under the assumption that products that are more labour intensive in production are more affected through workers’ morbidity and containment policies. We then use the logic of the multiplier effect of trade policy to estimate how escalating export restrictions to shield domestic food markets could magnify the initial shock.
Initial conditions in global food markets are good
Back in 2006-2007 and then again in 2008-2011 a series of shocks created a gap between global demand and global supply of food, leading to sharp increases in food prices (Figure 1). Many governments intervened implementing export restrictions that contributed to reduce global supply, leading to even higher food prices. The situation today is in part different: production levels of major staples are above the average of the past five years, oil prices are low, and stock levels relative to consumption for major grains are 70-100% higher than in the late 2000s (Voegele 2020). Global food prices have been relatively stable in recent years and they have remained low in the first months of 2020.
Figure 1 Food Price Index (January 2000 – February 2020)
Source: International Monetary Fund Primary Commodity Prices (January 2000-February 2020). \
Note: Food Price Index, 2016 = 100, includes Cereal, Vegetable Oils, Meat, Seafood, Sugar, and Other Food (Apple (non-citrus fruit), Bananas, Chana (legumes), Fishmeal, Groundnuts, Milk (dairy), Tomato (vegetables)).
But COVID-19 could negatively impact the global export supply of food
Countries most affected by the COVID-19 pandemic are top exporters of food products.1 A new World Bank database (Espitia et al. 2020b) shows that top 50 countries most affected by COVID-19 represent on average 66% of world export supply of food products. Their share of world exports goes from 38% in stimulant crops to more than 75% in vegetable and animal oils, fresh fruits, and meat (Figure 2). Exports of key staples such as corn, wheat, and rice are highly concentrated among top-50 countries most affected by COVID-19.
Figure 2 World imports from top-50 countries most affected by COVID-19
Source: Espitia et al. (2020b), “Database on COVID-19 trade flows and policies”.
We provide a first assessment of the initial shock that COVID-19 could have on world food markets. We assume that the initial shock in supply proportionally increases with the weight of low skill labour in total value added in exports. Intuitively, workers’ morbidity and the need for social distancing will more strongly affect the supply of products that are more labour intensive, such as paddy rice, or the supply of products that have crucial labour-intensive stages, such as the processing of fish.3 In our baseline scenario, we use data from Chinese food exports in January and February 2020 to inform the potential shock for the 50 most affected countries.
Under these assumptions, we find that in the quarter following the outbreak of the pandemic, the global export supply of food could decrease between 6% and 20% (Figure 3). Many important staple foods, including rice, wheat and potatoes could have drops in export supplies of over 15%. Given the substantial uncertainty about the extent of the current health crisis, we also consider an upward and a downward scenario, where initial export supply shocks are respectively 10% higher and lower compared to the observed declines in China’s food exports.
Escalating export restrictions would magnify the initial shock by a factor of three
As of end of April, over 20 governments have imposed some form of restrictions on food exports – this is substantially less than the restrictions on COVID-19 relevant medical products (EUI-GTA-WB 2020). But as food prices increase due to the initial COVID-19 shock, governments may be tempted to use trade policy to stabilise domestic prices. Intuitively, although restrictions mitigate pressures on domestic food markets, they reduce supplies in the world market, thus driving prices up. In response, other governments would likely retaliate by imposing new export restrictions, leading to a multiplier effect (Giordani et al. 2020).
Figure 3 Food export supply and price effects of COVID-19 under different trade policy scenarios
Source: Espitia et al. (2020a).
Under the baseline (China-like) scenario for the initial shock, we find that escalation in export restrictions would lead to a decline in the world food export supply by 40.1% on average in the quarter following the outbreak of the pandemic while global food prices would increase by 12.9% on average. Price of key staples such as fish meat, oats, vegetables and wheat and meslin would increase by 25% or more. In the downward and upward scenarios, global export supply of food under uncooperative trade policies would decrease between 21% and 55.4% during the quarter following the outbreak of the pandemic. Food prices would increase between 6.6% and 17.9% on average (Figure 3).
Import food dependent countries would be the most affected
The negative effects of COVID-19 and export restrictions on food markets would be primarily felt by the poorest countries. We find that most affected import food dependent countries include Tajikistan, Azerbaijan, Egypt, Yemen, and Cuba, which would experience increases in average food prices ranging between 15% and 25.9% (Figure 4). For cereals, developing and least developed import food dependent countries would see price increases of up to 35.7%. While today several factors may contribute to mitigate food price increases (higher buffer stocks for food staples, lower oil price), poverty could rise as a result of the crisis making even smaller increases in food prices a threat to food security in developing countries.
Figure 4 Increases in food prices for import food dependent countries, retaliation scenario
Source: Espitia et al. (2020a).
Policy choices matter
Governments can avoid these negative outcomes. Restrictions to exports are inherently beggar-thy-neighbour policies, which is why they induce retaliation rather than cooperation. A first-best approach would consist of actions aimed at minimising the disruption to food supply, such as ensuring that workers in food sectors can continue producing under good and secure health conditions, removing bottlenecks that impair food supply chains, and ensuring that trade in key inputs in food production can smoothly flow across borders. This approach, by increasing the domestic supply of food, would reduce global supply shortages and mitigate price surges, thus having a positive spillover effect on other countries.
Editors' note: The views expressed in this column are those of the authors and they do not necessarily represent the views of the World Bank Group.
References
Aguiar, A, M Chepeliev, E Corong, R McDougall and D van der Mensbrugghe (2019), “The GTAP Data Base: Version 10”, Journal of Global Economic Analysis 4(1): 1-27.
Espitia, A, N Rocha and M Ruta (2020a), “Covid-19 and Food Protectionism: The Impact of the Pandemic and Export Restrictions on World Food Markets”, World Bank working paper.
Espitia, A, N Rocha and M. Ruta (2020b), “Database on COVID-19 trade flows and policies”, Washington DC: World Bank.
EUI-GTA-WB (2020), “Covid-19 Trade Policy Monitoring: Food and Medical Products”.
Giordani, P, N Rocha and M Ruta (2016), “Food prices and the multiplier effect of trade policy”, Journal of International Economics 101 : 102-122.
Laborde, D, W Martin and R Vos (2020), “Poverty and food insecurity could grow dramatically as COVID-19 spreads”, International Food Policy Research Institute, April 16.
Martin W and J Glauber, (2020), “Trade policy and food security”, in R Baldwin and S Evenett (eds), COVID-19 and Trade Policy: Why Turning Inward Won’t Work, London: CEPR Press.
Torero Cullen, M (2020), “Coronavirus, food supply chains under strain: what to do?”, Food and Agriculture Organization, March 24.
Voegele, J (2020), “Three imperatives to keep food moving in a time of fear and confusion”, World Bank Voices, April 3.
Endnotes
1 Most affected countries are defined based on information from the World Health Organization on total number of confirmed cases.
2 To account for these heterogenous effects across countries and products, we rely on data at the country-product level on the share of low-skill workers in the total value added in exports (Auguiar et al. 2019). | https://voxeu.org/article/covid-19-and-food-protectionism |
We are on the verge of a new industrial revolution, where artificial intelligence (AI) has the potential to change everything: the way we produce, consume, trade, and work.
The experience of the previous industrial revolutions—the steam engine at the end of the eighteenth century, electricity in the nineteenth century, and information and communications technology during the second half of the twentieth century—indicates that countries where firms quickly adopt and disseminate emerging technologies obtain more opportunities for economic growth. Indeed, these episodes of accelerated technological change were phases of growth acceleration but also of great divergences in income, productivity, and welfare among countries. In this sense, the AI-based revolution poses an opportunity for growth for many developing countries, including Argentina. But is Argentina up to the challenge?
Measuring the Opportunity for Growth
To examine how the emergence of AI may drive the growth performance of Argentina, the Center for the Implementation of Public Policies for Equity and Growth ran simulation exercises of alternative scenarios on the adoption and dissemination of AI and its impact on economic growth in Argentina for the next two decades. The methodology CIPPEC used was based on the setup of an augmented economic growth model in which alternative trajectories of AI adoption in Argentina are evaluated. We developed three alternative growth scenarios: a negative one (no AI adoption), a neutral one (AI adoption according to Argentina’s history in previous technological revolutions), and a positive one (widespread adoption of AI and a sizable innovation effect).
The results of the exercise are summarized in Figure 1, which shows the average annual growth rates of GDP for the next ten years according to the three possible scenarios/futures. The negative scenario (with no AI adoption) would imply a deceleration in the growth rate from the 3% annual rate observed as a historical trend since 1990 to 2% in the next decade. The neutral scenario would bring an average annual growth rate of 3.7%, which is slightly higher than the historical trend. Finally, the positive scenario would imply a very marked acceleration of the pace of economic growth in Argentina: GDP will grow at 4.3% per year through 2030.
Is Argentina ready to seize the growth opportunity?
AI’s growth potential in Argentina appears to be significant. But, as I will try to show, the status quo is not an option if Argentina wants to take advantage of this window of opportunity. Technological change is not automatic: it requires the timely availability of dynamic companies that can absorb knowledge and business practices, and a workforce that has the skills, abilities, and knowledge compatible and complementary to the emerging technologies.
The Future of Work
A large part of the tasks currently performed by workers will likely be performed in the future by machines and algorithms. Other workers, however, will be in high demand because they will complement AI and allow its expansion.
Although there is a high degree of uncertainty about the future of work, there are three qualities likely to be relevant: (1) perception and manipulation in complex contexts, 2) creativity, and (3) social intelligence. Occupations that are less dense in these qualities will require a larger effort in re-adapting workers’ skills to match the use of AI and related technologies.
What does this imply for the Argentine labor market? To answer this question, we follow the conventional literature and estimate the skill mismatch of workers in Argentina. This indicator offers a guideline for the effort required to retrain workers insofar as it indicates to what extent they possess qualities that complement new technologies. If Argentina were in the positive scenario highlighted above, the shortage of the labor force with AI complementary-skills could be an obstacle to seize the opportunity. How many Argentine workers have occupations requiring skills that are complementary with new technologies? Our estimate amounts to about 1.9 million out of a total of 11.9 million covered by household surveys. That is, about 18% of the total employed population (see figure 2). The remaining 82% would require, in a scenario of rapid adoption of technology, big investments in human capital to readapt their skills. The percentage of workers with the right skills is low in Argentina, compared to roughly one third with those skills in the United States.
Creating a brighter future of work in Argentina: A call to action
Argentina has an opportunity ahead to create better jobs. By breaking the historical trend and accelerating the rate of adoption of technologies associated with AI, GDP growth could accelerate by more than one percentage point per year over the next decade.
But a rapid and intense adoption of AI and other new technologies will not occur spontaneously, it will require concrete public policy actions. There are three indispensable courses of action:
- An AI policy strategy that stimulates and facilitates a rapid and massive adoption of AI and other technologies by companies. Many countries have started to work actively in this direction and Argentina should not fall behind.
- Heavy investment in human capital to prepare future workers and facilitate the reskilling of current workers.
- Development of a strategy that provides adequate social protection to those who face greater difficulty in transitioning to the new labor market.
Each of these three lines of action will be necessary to achieve a trajectory of rapid technological adoption and productivity growth. There are great challenges ahead, without a doubt, but the opportunities are, also without doubt, much greater. As Joe Strummer, the famed lead singer of The Clash once famously said, “the future is unwritten.”
Ramiro Albrieu is a Senior Researcher on economic development at the Center for the Implementation of Public Policies for Equity and Growth (CIPPEC) of Argentina. | https://www.cipe.org/blog/2021/02/10/artificial-intelligence-economic-growth-and-the-future-of-work-in-argentina/ |
Key findings:
Sydney, Friday 18 September 2020: ACS, the association for IT professionals in Australia, last night released the ACS Australia’s Digital Pulse 2020 report. Prepared by Deloitte Access Economics, this annual report provides a detailed examination of digital workforce trends, aimed at informing public debate about this important area of our economy.
The Australian economy, as measured by Gross Domestic Product (GDP), is 6.5% ($126 billion) larger in 2019 than it would have been without the productivity benefits of digital technology.
The technology workforce continues to increase at a faster rate than other parts of the economy with technology workers increasing in numbers by 6.8% between 2018 and 2019; the equivalent of 1.5 times the growth in the number of professional occupations over the same period.
On average, the technology workforce is expected to grow at 3.1% for the next five years - double the expected growth rate of the broader labour force. At that pace, by 2027, there will be more than one million technology workers in Australia.
Despite this growth, the report found that Australia’s International competitiveness has declined - primarily due to other countries improving their performances at a greater rate. Australia has an average rank of seven out of 16 countries in 2019 across 24 indicators.
The report dedicates a chapter on how businesses have responded to the COVID-19 crisis across products, channels, people, customer service, operations and systems, and assesses the potential longterm legacy citing previous research that on average, highly digitally engaged businesses earn 60% more revenue per employee and grow 28% faster than businesses with poor digital engagement.
This year’s Digital Pulse explores six key areas to improve the performance and competitiveness of Australia’s digital economy and workforce:
Quotes attributable to ACS Chief Executive Officer Andrew Johnson
“Australian exports are not very diverse, and across those export industries, don’t employ many people. Further, the sophistication of Australia’s broader human capital (comparatively speaking) is not very high. This is a risk to future standards of living.”
“What’s missing in the national conversation about reskilling Australia is incentivising the upskilling of the existing workforce. There is much investment in retraining displaced workers, and rightly so. Growth in GDP per capita however comes from lifting the productivity of our current workforce. Subsidies designed to encourage existing technology workers to upskill their capabilities and be able to immediately uplift the productivity of their current employers, needs to be part of the mix.”
“Governments extending programs to enhancing the digital infrastructure of Australian small businesses will be an important way to save current jobs and create new jobs in the next 12 months. Supporting digital infrastructure in this area of our economy will provide immediate productivity and efficiency dividends.”
“Doubling down on digital technologies will be the best way to reinvent business models and adapt to living with a suppressed COVID-19.”
“Reskilling in technology knowledge and skills may offer a wage premium of around $10,348 per year, thus the increased demand for technology workers represents a real opportunity for professionals from a range of other occupations to grow their incomes.”
-ENDS-
Further information
Troy Steer
Director of Corporate Affairs and Public Policy
M – 0417 173 740
E – [email protected]
About ACS
ACS is the professional association for Australia's technology sector. More than 50,000 ACS members work in business, education, government and the community. ACS exists to create the environment and provide the opportunities for members and partners to succeed. ACS strives technology professionals to be recognised as drivers of innovation in our society, relevant across all sectors, and to promote the formulation of effective policies on technology and related matters. Visit www.acs.org.au for more information. | https://www.acs.org.au/insightsandpublications/media-releases/acs-australia-s-digital-pulse-2020-.html |
One of the major backlashes of COVID has been that many people are now struggling with their mental health. 42% of Canadians self-reported a change to their mental health since the onset of the pandemic.¹ We were all in forced isolation for two years, so coming out of that can be complex and anxiety-inducing. We are in an unprecedented situation, so while each employee does have personal ownership of their health, we also need to understand that many people are going through something that may be challenging and difficult.
It is no surprise that businesses worldwide are making it a top priority to provide employees with healthy environments to work in. As employers, it is our duty and responsibility to ensure that our employees feel safe and supported—both physically and psychologically, not only for their own and their team’s well-being but also for the growth and profitability of the business itself.
Well-being may mean different things to different people. Still, we should take an inclusive approach to well-being and overall health because all people are different, there is neurodiversity, we have different cultural backgrounds, and we are all at different points in our lives. Mental health and well-being are interlinked, and they impact our personal and professional lives in all sorts of ways.
A Productive Workplace is Mentally Well
When looking at the productivity of a workplace, one of the main contributing factors is how healthy and happy the employees are. Unhappy employees are more likely to take shortcuts at work and are less likely to form attachments with other employees, ultimately reducing the organization’s ability to retain talent.
It’s important to recognize potential workplace environmental factors that could be contributing to low employee morale:
- Unreasonable timelines: Ask your employees for feedback on their workload. Then, work together to come up with a solution. Maybe that means the deadline gets pushed back, or perhaps they need help prioritizing.
- Poor management: Offer management training. Not every manager is a natural leader. Historically, many people have been promoted because they perform their jobs well. But they can struggle in that new role. Improving the people skills of leaders has a positive effect on their team. When management works effectively with their subordinates, both the organization and people flourish.
- Inability to work effectively in teams: Encourage collaboration amongst your teams. The best way to deal with a problem is to face it head-on. Teamwork builds cohesiveness, spreads knowledge to all team members, and promotes a better sense of well-being.
Benefits of Supporting Mental Wellness at Work
No one lives in a bubble. People bring their personal issues to work, which can aggravate any workplace issues. This adds a layer of complication. Many people are not comfortable talking about their mental health at work, and that is completely fine. As business owners, though, it is best to approach every person as if they have something going on in their life that is causing them distress.
By approaching everyone empathetically, your staff will feel supported. This will lead to an increase in effectiveness and productivity and will result in employees being proud of where they work because it is a place that cares about them.
Well-being and mental health affect us everywhere. If your employees are feeling emotionally fatigued and overstressed, remind them to take a moment to think, be creative in their thought process, and breathe, or they won’t be effective at their job.
How to Boost Employee Well-Being and Morale
- Reward accomplishments: A recognition-rich work environment makes employees feel valued and emotionally connected to their job.
- Realize the importance of work-life balance: If you want your employees to feel their best (which will result in great work), remember to balance corporate needs with the personal needs of your employees. We all have lives outside of our jobs, and as such, flexibility will be seen as a positive step.
- Encourage staff to be active: Physical activity invigorates the mind, releasing endorphins and other feel-good chemicals. Create a fitness challenge for your team and encourage them to get moving.
- Promote employee collaboration: A recent survey done by Allsteel revealed that 45% of us feel most energized at work by our colleagues, so collaboration is a critical part of maintaining overall employee well-being.
- Listen to your employees (and trust their feedback): Ask how they are feeling about their workload and overall time spent at work, and then respond accordingly. Doing this will make them feel heard and cared about.
How to Destigmatize Mental Health Issues in the Workplace
One in five adults has a mental illness. That’s 20% of your workforce! With numbers that high, we must acknowledge the difficulties our staff are dealing with and find ways to help them cope, overcome, and succeed. There are several ways to monitor and address mental health at work, including the following:
- Gather feedback through an anonymous employee survey.
- Make it okay to take a mental health day.
- Leaders should talk about their struggles with mental health (if they feel comfortable doing so).
- Through actions and language, create an inclusive, supportive environment where everyone feels safe.
- Provide training focused on building awareness and reducing stigma about mental health.²
- Encourage self-care and work-life balance to reduce burnout, stress, and anxiety.
Why It’s Important to Destigmatize Mental Health
When mental illness is destigmatized, people are less likely to feel shame about their condition. This leads to earlier help-seeking, which generally results in a better prognosis. Further, as it becomes more common and accepted to discuss mental health issues at work, employees will share resources and be more likely to seek treatment. Destigmatizing mental health issues may also result in more people with mental health challenges reaching positions of power, with the outcome being that mental health becomes a company priority.³
Kindness and Support Makes a Difference
As an employee of Truspace, I can personally speak to the positive impact an organization can have on an employee’s mental wellness journey. During my routine performance conversation, my manager noticed a change in my personality and energy level and gently asked how I was doing. Feeling safe and supported, I confided that I was struggling with depression and the feeling of not being good enough. We spent time talking in which she also confided that she has struggled with mental illness her entire career and was able to provide insight and resources I could use to seek help.
With the help of my workplace, family, and doctor, I have been able to step out of the haze of depression and once again find joy in life. I am thankful to work for this company, and I encourage you to develop a nurturing environment at your organization. Mental health is a serious concern for millions of people in workplaces worldwide. A willingness to see and hear that people have challenges will help you build a better and more productive environment for your employees.
To learn more on this topic, see the following reference materials we used in creating this article: | https://truspace.ca/blog/well-being-and-mental-health-at-work%E2%80%AF/ |
In this connection session, discuss the 13 psychosocial factors that impact mental health at work. Hear from a Certified Psychological Health & Safety Advisor on how these factors can be the key to higher performing, more productive organizations. You’ll learn the key aspects of the factors and specific actions you can take to affect your organization’s own psychological health and safety.
Facilitated by Lindsay Recknell
Topic 2 |
Leading with Lived Experience
We invite you to join us for a conversation to explore innovative ways to create a sustainable workplace culture that values lived experience and fosters mental wellness and resiliency. A multi-faceted approach that considers workplace policy, procedures, communications, and education can have a realistic impact on mental wellness and resiliency. This in turn impacts organizational culture; culture is the environment in which individual wellness and resiliency will either grow (or shrink). How can we incorporate the wisdom of those with lived experience to enhance trust and safety for all? In what ways is your organization a safe environment? In what ways is it not? How can you ensure that values of supportive compassion and empathy are applied to every individual and situation? Is a culture of learning and growth around mental wellness and communications fostered across all aspects of the organization? How might you offer leadership on these important concepts? This 60 minute session is designed to facilitate discussion, learning, and networking to support culture change that can lead to behaviour change in your organizations. Led by Hayley Peek and Kim Sunderland, both ingrained in peer support, workplace wellness, and leading from a place of lived experience. Come with an open-mind, curiosity, and a willingness to share ideas as we delve into this topic.
Facilitated by Hayley Peek & Kim Sunderland
Topic 4 |
Leaders Supporting Mental Well-being Through Disruption
In this intimate breakout discussion, discuss insights of how to integrate psychological safety and mental health support into existing workplace mechanisms to support performance. You’ll take away practical tips to foster a culture that will allow your organization to thrive through disruption. Learn and leverage each other’s expertise to identify common challenges and solutions, and practical tips to support employee mental well-being and performance through times of change and uncertainty.
Facilitated by Victoria Grainger
Building strategies and improving mental health
The Canadian Mental Health Association (CMHA), Alberta Division
will host our virtual workplace mental health conference on
March 8 & 9, 2022
.
Working Stronger: Building Strategies – Improving Mental Health
is designed to help Alberta’s employers create and maintain mentally healthy workplaces. The Working Stronger Conference makes mental health matter by presenting tools, strategies, resources and supports. | https://workingstronger.cmha.ca/working-stronger-conference-sessions/ |
KPU’s Academic Plan 2018 commits to a healthy and positive working and learning environment. Specifically, a key priority for KPU is to create a campus culture that fosters health and well-being by embedding health promotion into programs, practices and polices across our interconnected community of students, staff and faculty.
The Healthy University Initiative (HUI) embodies the comprehensive health strategy that will bring this priority to action, while focusing on the following 3 key goals:
- Increase awareness of health and wellness throughout the KPU community;
- Foster individual and organizational resilience*; and
- Encourage the development of a supportive, inclusive campus environment.
*Organizational resilience is the ability of the organization to bounce back from difficult experiences.
With these goals at the forefront of HUI, two working groups have been established: Student Working Group, and Employee Working Group. These groups have been tasked with developing and implementing a health and wellness action plan under the Healthy University Framework, our guiding foundation that pledges to:
- Build on strengths and revise approaches over time;
- Adopt a comprehensive, campus-wide participatory approach;
- Review and revise institutional structure: organization, planning and policy;
- Support the understanding of self-management competencies and coping skills; and
- Use evidence-informed action and innovation strategies.
Defining health is a personal matter. As such, KPU has decided to adopt the following World Health Organization’s widely-accepted definitions as a starting point for launching its Healthy University Initiative:
Health is “a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.”
Mental health is “a state of well-being in which the individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to his or her community.”
To ensure personal and educational success, KPU’s health + wellness initiatives will channel these definitions and focus on the following six dimensions of health:
The Healthy University Initiative will continue to engage broad, meaningful conversation with students, faculty and staff, to help determine direction and strategy in the development of multi-faceted health + wellness initiatives. | https://www.kpu.ca/hui/initiative |
Student Affairs departments are open for full or partial in-person services this fall. Please check the Student Affairs homepage for hours, service offerings, and contact methods. For the latest campus reopening plans, safety guidelines, and requirements, visit Campus Return.
The Well is UCR's student well-being and health promotion department, founded in 2009 as part of the campus and UC system-wide Mental Health/Healthier Campus Climate Initiative.
The Well provides health education, training, resources, and programming for students in a variety of topic areas, through a network of peer educators, mentors, and professional staff.
Mission
The mission of The Well is to provide quality health promotion and education, enact policy and provide resources that foster student well-being, academic success, and support a healthy campus environment.
Values
- Student-centered approach: We center students in our work to ensure that our programs and resources meet their current needs. We create opportunities for peer engagement and foster student leadership development.
- Content expertise: Our professional staff are trained experts in their areas, and frequently lend their expertise to partnering departments. We train our student staff to be CPE certified peer health educators.
- Evidence-based practices: We employ public health policy and primary preventative health approaches to ensure our programs are effective in reducing barriers to practicing healthy behaviors, increasing access to health resources, and supporting student well-being.
- Collaboration: We prioritize campus and community partnerships, and work collaboratively to build health into policies and practices that foster a campus culture of well-being.
- Justice, Equity, Diversity and Inclusion (JEDI): We approach our work with a health equity lens to eliminate the barriers for all our students, particularly populations who are systemically oppressed and exposed to additional harm.
- Welcoming environment: We strive to create a welcoming, inclusive environment, free of stigma, in our department, our online spaces, and campus-wide. | https://well.ucr.edu/about-well |
Posted on 15/12/2020 by Paula Formantes
The Tripartite Advisory on Mental Well-being at Workplaces was developed by the Ministry of Manpower (MOM), the National Trades Union Congress (NTUC), and the Singapore National Employers Federation (SNEF) in consultation with HR practitioners and social agency partners on Tuesday, November 17th to provide guidance and resources on mental wellness to Singapore’s workforce.
There has been increasing attention on workers’ mental well-being and growing recognition that a negative work environment can impact workers’ mental health.
Conversely, workplaces that promote workers’ mental well-being are more likely to observe increased productivity and reduced absenteeism.
Protecting workers’ mental health has become even more important during the COVID-19 pandemic.
The tripartite advisory sets out practical guidance on measures that employers can adopt to take care of their employees’ mental well-being, and the resources employers and self-employed persons can tap.
These are the 4 key aspects of the advisory for employers:
- Appoint and train mental wellness champions to organize programmes, talks, and workshops on mental wellness.
- Provide training on self-care and equip managers and human resource personnel with skills to be supportive leaders.
- Extend employee flexibility benefits to cover mental health-related consultations and treatments or provide employees access to employee assistance programmes.
- Recognize the need for employees to have adequate rest outside of work hours.
In addition to providing resources and helplines that employees and self-employed persons can utilize to safeguard their own mental well-being, the advisory also offers health tips for work-from-home arrangements.
BENEFITS FOR EMPLOYERS AND EMPLOYEES
Both employers and employees will gain from the adoption of the advisory’s recommendations.
The mental well-being of employees may affect their work, safety, and health. The Tripartite Advisory will help employers to take proactive steps to take care of their employees’ mental well-being so that they are able to stay focused at work, work safely, and stay healthy.
In turn, employers will benefit from a healthy and productive workforce which can contribute to better business performance.
Awareness of mental well-being at a workplace has a positive impact on its working environment and will boost employees’ abilities to respond to challenges. By implementing mental wellness programmes at workplaces, employees can be equipped with coping skills to manage challenges faced at work.
Employers can also train leaders at the workplace to identify and support staff who may have mental health and well-being concerns which creates a supportive workplace environment for better engagement of employees.
IMPACT OF COVID-19
The recent COVID-19 outbreak has led many workplaces to adopt work-from-home arrangements as the norm. This has blurred the lines between work and home, leading to employees feeling more stressed and facing a higher risk of burnout.
The guidelines, particularly the part on establishing a work-life harmony policy for employees to rest and recharge after work, will benefit many workers especially those suffering and those who are at risk from workplace burnout.
The Labour Movement is also committed to working with our unionized companies to adopt the recommendations and partner with our employers and the Government to strengthen mental health-related support at the workplaces. | https://www.primehr.com.sg/blog/2020/12/mom-ntuc-employers-federation-issue-new-advisory-on-mental-well-being-at-workplaces |
This feedback is anonymous. Please Contact us if you would like a response.
Work with us
If you would like to work with us you should first read about:
- our pay and conditions
- our diverse and inclusive working culture
- what positions we have available and how to apply for them
Apply for a position
Our current vacancies page lists all our vacancies for permanent and non-ongoing positions.
Make sure you’re eligible for the position and read the application process before you apply.
Graduates and entry level positions
Our Graduate Development Program is for university undergraduates interested in a career in the Australian Public Service.
Our DIISability Internship Program helps university students with disability gain practical work experience.
To find out about our programs for people who identify as Aboriginal and/or Torres Strait Islander and people with disability contact [email protected].
Student and volunteer opportunities
See our range of research-based student opportunities at the National Measurement Institute.
See opportunities for students, volunteers and work experience at Questacon.
Pay and conditions
We offer a competitive salary and a flexible, balanced working environment. Read about our pay and conditions.
Diversity and inclusion
Diversity and inclusion is part of the way we work and how we do business. Our targeted programs and initiatives provide a supportive, flexible and respectful work environment. These include employment programs targeted at inclusion and employee networks that celebrate diversity.
We understand and appreciate that diverse experiences, backgrounds and insights enriches our capability to deliver to the public and government.
We support inclusion through:
- our Inclusion Strategy which sets out how we are creating and supporting an inclusive work culture
- our Reconciliation Action Plan which shows how we foster partnerships with Aboriginal and Torres Strait Islander people
- having a gold membership with Australian Network on Disability
- being members of Pride in Diversity
- being members of the Diversity Council Australia
- our Work Well Strategy which demonstrates the actions we are taking to support physical and psychological wellbeing in our workplace
- our Mental Health Review in the Australian Public Service
- having a Mental Health First Aid skilled workforce and receiving gold recognition from Mental Health First Aid Australia
- participating in the National Redress Scheme
Our people plan
Our People Plan outlines how we are building a high performance organisation by investing in our people, values, processes and systems.
Our employee census
Our APS Employee Census Report shows how our staff feel about working with us. It includes information about job satisfaction, employee engagement, and diversity and inclusion.
Expected behaviour
Working with us means following the Australian Public Service Commission’s (APSC) APS Values and Code of Conduct.
You should familiarise yourself with the APSC’s Integrated Leadership System as this sets out the behaviours and skills required for each level of the APS.
Read more
The APSC provides guidance for people who want to join the APS. | https://nginx-industry-master.govcms.amazee.io/about-us/work-with-us |
Our goal is to create an accessible and inclusive business where people of all abilities will want to bank or work.
To strengthen our diverse, equitable and inclusive culture that enables our colleagues, customers, clients and communities to grow.
At Barclays we are committed to building an inclusive and supportive culture to provide equality of opportunity for diverse talent at all levels to grow. We believe that every individual should have the opportunity to fulfil their potential and achieve their personal and professional goals. Valuing the perspectives of colleagues from diverse backgrounds enables us to better understand our customers, clients and the communities we serve and also strengthens our culture, encourages innovation and enables us to make better decisions.
All colleagues in Barclays have an Inclusion objective emphasising the role we all have to play in building a culture of belonging that recognises and values difference as a key driver of our purpose and our successful business performance.
Succeeding globally
To achieve our goals, alignment to our regions and their priorities is at the heart of our strategic approach. We must ensure that we provide meaningful support to regional priorities, metrics and talent pools.
Regional DEI leads own local application of our global framework and support our businesses on DEI planning and priorities.
We focus on six areas: disability, gender, LGBT+, multicultural, multigenerational and socio-economic inclusion. Senior leaders champion these and they are embedded into the organisation through employee resource groups, organised by our people and funded by Barclays.
Our goal is to create an accessible and inclusive business where people of all abilities will want to bank or work.
We are focused on engaging women and men across the organisation to attract, develop and retain women at all levels.
We support customers, clients and colleagues across the broad spectrum of diversity of sexuality and gender identity.
Inclusive of race, ethnicity, nationality and faith, Barclays is cultivating a supportive environment where colleagues feel comfortable bringing their whole selves to work.
We recognise that diverse groups have diverse needs, values, priorities and perspectives.
We recognise that we must look at the disadvantage faced by individuals from a lower socio-economic backgrounds and play a positive role in increasing social mobility through our recruitment, development and progression activities.
Work life
We create an inclusive, future-focused learning culture that celebrates diversity, recognizes unique, individual contributions and supports the development and progression of all colleagues.
We provide tools, programmes and support that enable colleagues to balance their work‑life with their personal commitments and we continue to sponsor and participate in community programmes and partnerships aimed at promoting the development of hiring pools from under-represented communities including women, ethnically diverse talent, people with disabilities, military service personnel and those identifying as LGBT+ as well as supporting the retention and development as part of a long-term career with Barclays.
Activities and initiatives
We build a strong intersectional community through various activities and initiatives. For example we have been a sponsor of Pride celebrations in cities across the world, we have empowered men on the topic of gender equality through our role as a UN 10x10x10 HeForShe Impact champion (read more on this topic in the Proven Solution on Male allies). Our campaign on mental health and disability – This is Me - encourages colleagues to share stories that improve understanding on this topic and has been scaled with external organisations nationally with over 300 companies taking part.
We also celebrate the richness and achievements of different cultural identities via cultural days and months, for example Black History Month, Juneteenth, Diwali, Hispanic Heritage and Asian Pacific Islander Month. Some of the key calendar dates we focus on are International Women’s Day, World Cultural Day, International Day with People with Disability, World Mental Health Day and IDAHOBIT.
Employee Resource Groups
Our global employee resource groups (ERG) play a critical role in achieving Barclay’s ambitions for diversity and inclusion. They provide valuable support and advice, create development opportunities, and raise awareness of issues, challenges and initiatives.
UK Pay Gaps 2021
As part of Barclays commitment to becoming a more inclusive organisation, we know we must address pay gaps where they exist. We have published our UK-wide gender and ethnicity pay gaps for 2021, along with some context to help understand the data.
Download Pay Gaps 2021 (PDF 2MB)
More information about our progress in becoming a more inclusive organisation is set out in our first ever Diversity and Inclusion Report. (PDF 1.5MB) This report sets out our strategy to build and maintain a culture that makes everyone feel included and supported, providing equality of opportunity for talent at all levels and from all backgrounds to grow.
Recognition
We are pleased to have been recognised for some of our efforts to foster a more diverse and inclusive culture at Barclays. | https://home.barclays/who-we-are/our-strategy/diversity-and-inclusion/ |
Combating burnout in sustainability work
In January 2019, Buzzfeed’s Anne Helen Petersen wrote a viral essay describing millennials as the "burnout generation." Five months later, the World Health Organization (WHO) broadened burnout beyond 20- and 30-somethings, calling it a new "occupational phenomenon."
Defined by WHO as "chronic workplace stress," burnout affects our mental well-being as well as our productivity at work, which means there’s a real cost to business. According to a 2018 Lancet Commission report (PDF), mental health disorders — including those associated with burnout, such as stress and mental exhaustion — could cost the global economy up to $16 trillion between 2010 and 2030.
These discussions have helped elevate the issue of burnout at work, where we spend most of our time. But how does this issue play out in the field of sustainability? How can organizations create a sustainable culture of well-being to ensure organizational impact and keep employees happy, healthy and engaged at work and in their lives?
I discussed these questions with Elissa Goldenberg, who spent more than a decade working in the social impact field before starting her own firm, EG Coaching & Consulting, helping mission-driven individuals, teams and organizations maximize their well-being and their impact.
Ellen Weinreb: EG Coaching & Consulting focuses on mission-driven people and organizations. Why did you feel it was important to address well-being in this field?
Elissa Goldenberg: I experienced firsthand the challenges of maintaining a healthy lifestyle and positive mindset while working for a mission I cared about deeply, and I discovered that people around me were struggling, too — with stress management, fatigue, a fading sense of fulfillment, showing up for friends and loved ones, and even disillusionment with the efficacy of their organization’s mission.
Weinreb: What is burnout, and why does it matter?
Goldenberg: Burnout is different for everyone, but common symptoms include stress, chronic fatigue, feelings of overwhelm, cynicism or a general lack of satisfaction from achievements. It affects quality of life and work performance. For some, it can feel like their entire sense of self — their identity — is being challenged.
Research indicates burnout is becoming a workplace epidemic, affecting not just individuals but entire teams. This poses significant risks to the bottom line due to higher healthcare costs, increased absenteeism and turnover, and lower productivity. Burnout can also stifle collaboration, creativity and innovation.
Weinreb: What are some of the risks in the sustainability field that could lead to burnout?
Goldenberg: Social impact professionals experience challenges common in fast-paced, high-intensity work environments: frequent and difficult travel, heavy workloads and long hours, and urgent deadlines. There are also unique things that can make sustainability people more vulnerable to burnout: Most of us are motivated by deeply held values and beliefs, and this emotional attachment to our work can lead to an over-willingness to focus on the mission at the expense of our own needs. Many social impact professionals engage directly with people in vulnerable conditions, which takes an emotional toll. Finally, the sheer size and complexity of the global challenges we’re working on can feel overwhelming.
Weinreb: How can managers and employers help prevent burnout?
Goldenberg: Organizations need to create a safe space for their employees to discuss their challenges and seek the support they need to flourish.
Managers can help their team regulate their physical, mental and emotional energy. Offer flexible work options, so people can build in time for renewal. Encourage recovery days after work trips. Build in structured time and provide a safe space for people to process their emotions and discuss their challenges through mentor programs, counseling or team discussions. Create peer support systems. And celebrate intermediate milestones to help people stay connected to meaningful progress on long-term challenges.
Weinreb: What’s your take on current strategies to support employee well-being and mental health?
Goldenberg: A lot of wellness programs are either too shallow or too narrow. Companies need to move beyond benefits and perks and take a critical look at their culture to understand how overt practices and unspoken rules drive unhealthy conditions. They also need to recognize that every individual has unique needs. Some people find it difficult to cope with stress, while others have underlying mental health conditions that may be exacerbated in certain work cultures.
Weinreb: What’s the one thing sustainability organizations and teams can do to cultivate an ongoing culture of well-being?
Goldenberg: Don’t take your purpose or mission for granted. Too often, there’s the mindset that the mission is enough to keep people motivated. Instead, leaders can proactively build cultures that are authentic in their mission and values, encourage people to bring their full self to work, and foster a safe and supportive environment so the organization — and its people — will thrive. | https://www.greenbiz.com/article/combating-burnout-sustainability-work |
"Mental health awareness means that we are not only acknowledging that mental health is important, but we are talking about it, putting it out there so that people who feel too much can get the help they need too."
- Jessica Hull
Positive
Clearly promoting workplace mental health can be challenging but sticking with it can provide quantifiable benefits from better employee engagement to increased productivity. Work is good for mental health, but a negative working environment can lead to physical and mental health problems.
It is often presumed that employee’s mental illness develops outside of workplace. However, an employee may develop mental illness prior to employment or during employment.
Co-operative
A healthy workplace can be described as one where employees and managers actively contribute to the working environment by promoting & protecting the health, safety & well-being of all employees.
Supportive
Because of stigma associated with mental disorders, employees need to ensure that individuals feel supported & able to ask for support in continuing with work and are provided with necessary resources to do their job.
Social
One of the major contributors to mental illness is a feeling of excessive stress. Stress can be very subjective so what one person may find to be stressful may not affect or be relevant to the next person.
Responsible
Recognizing & promoting mental health is an essential part of creating a safe & healthy workplace. Importantly managers & employees both have an equal responsibility in building a safe work environment. | https://blog.spotcheckglobal.com/role-of-the-workplace-in-mental-health |
Far too many culture change programmes struggle to deliver the desired results.
What if?
We work with the reality of culture as an ever-evolving representation of what is happening in an organisation. We acknowledge that culture is not something that can be planned and controlled and instead, see it shaped through intentions, conversations and actions in an ongoing and involved process.
Our approach to
culture
We focus on working with things as they are, not how we wish they were. Whilst this can sometimes be challenging and uncomfortable, we believe it more effectively unlocks stuck patterns and creates opportunities for healthy and desired elements of culture to emerge. In this way, culture change takes place through an iterative process of exploring, experimentation and sense-making.
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People’s well-being and experience at work are not just important to pay attention to for the employee, but they can be beneficial for business too. The focus on well-being and employee experience has only increased in response to the COVID-19 pandemic, with many organisations placing much more importance on mental health, tailoring support to individuals' needs and providing support for people now working from home in varying circumstances.
“Wellbeing includes the quality of our lives outside work,
not just in the office.”
We work with our clients to understand the current employee experience and culture and its impact on well-being and we support practices that can encourage a more supportive and holistic workplace.
- We help people to process their experience of change and uncertainty and the stress and overwhelm that can often invoke.
- We work alongside senior leaders to support initiatives that will better support all people in the organisation and the culture they wish to be a part of.
- Working to integrate values and principles through leadership programmes and diversity and inclusion initiatives
- Encouraging personal growth through mentoring and coaching schemes
- We focus on creating spaces for small and large group conversations to support meaningful engagement and collaborative relationships and networks.
- A lot of work in this area also touches on leadership, team dynamics and change projects and these tend to have a positive impact on employee engagement measures.
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Many companies are paying more attention to diversity so that they can better acknowledge and support the diversity of the people within their organisations as well as deliver high-quality services to an ever more diverse customer base.
We work with our clients to better understand what an inclusive and representative workplace really means for them.
- We start by facilitating conversations that help us to understand our own stories of diversity and privilege.
- We capture the patterns and areas for development that emerge through the stories and support decision makers in their conversations about changes to the way things are done to better support Equality, Diversity and Inclusion across the organisation. We help these groups to notice the underlying dynamics at play, not just focusing on what can sometimes be experienced as surface level EDI initiatives.
- We provide training where necessary on specific topics related to EDI, and work in collaboration with reputable partners to deliver these.
Speak to RISE consultant Jo about how we can support your organisation and its EDI.
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Many organisations are experimenting with hybrid working models as a new way of working beyond the COVID-19 pandemic. Some organisations are choosing to remain entirely virtual.
We work with clients who are new to this way of working, but also those that have always worked in this way, to pay attention to the implications these practices can have on relationships, team dynamics, decision making and business performance.
- We facilitate virtual conversations between diverse groups to understand the diversity of experiences of working in these alternative ways.
- We draw on best practices and support organisations with implementing improved ways of working, utilising technologies to support their collaboration.
- We encourage the integration of meaningful, conversational spaces to support people and foster culture in the virtual environment.
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Leadership culture is how a leadership team influences an organisation. It emerges from the day to day interactions and role-modelling of values, skills and behaviours of the most senior people in the organisation.
- We encourage an understanding of leadership as a collective effort rather than the historical top-down model in order to support the agility and adaptability of the organisation in complex, uncertain environments.
- We work with clients on the development and understanding of a 'leadership culture', and support and nurture the ways of working that support this systemic approach.
- We look at organisational systems and processes that impact culture, whilst integrating a range of initiatives such as leadership coaching, programmes and large group workshops to support the development of leaders, responsible for influencing culture. | https://www.risebeyond.org/en/culture |
Investing in mental overall health in the workplace can make a significant this link impact on employee health and productivity. The World Economic Forum estimates that simply by 2030, a global costs of mental health conditions will exceed $6 trillion.
Creating a secure environment to discuss mental health is an important first step. Providing tools to support with mental health issues is yet another. Employers must take care of their particular employees by providing support, training, and solutions. The best way to get this done is to start by asking staff to result in a well-being study.
Aside from the obvious benefits associated with an emotionally healthy work environment, companies may boost profit margins. Several research have shown a supportive work environment is a great influence about output, mood, and morale.
A January 2022 survey shows that nearly two-thirds of businesses consider mental health and wellbeing to be a top priority. Although companies are tasked with providing resources for their workforce, they often usually do not fully be expecting employee requires. In fact , 50 % of respondents report that they do not have a formal mental health strategy in place in their enterprise.
The most effective workplace measures could possibly be those that are most applicable with each individual. The Globe Health Organization recognizes the consequence of mental disorder on workers who stick to the job. In addition , each dollars invested in mental health probably will return 4 times in better health insurance and productivity.
During your stay on island are many things to consider when analyzing the best work area measures, one or two have was out in modern times. | https://www.modabot.de/investing-in-mental-health-in-the-workplace |
An exciting opportunity to work within the care sector, supporting 5 individuals with their daily needs, activities and promoting independence.
Full Job Description
Are you looking to make a difference to the lives of adults, then look no further as we have the role for you!
We have a fantastic opportunity for a proactive individual to join us as a Support Worker within our supported living services in Salisbury, Wiltshire.
At Salutem, we understand that providing our colleagues with a work life balance; to invest their freedom in what they love, benefits the care they give to the people using our services. That’s why we’re looking for a flexible person on-the-go, to take a rewarding opportunity to learn new skills. Shifts run on a rolling rota over a 7 day week. Day, evening and weekend shifts are available.
With us, you’re not just a care worker, you’re a supportive healthcare professional, an ambitious worker, a loyal colleague, a unique and transparent individual who provides engaging and meaningful experiences for the people we support. We hope that you will be able to add to the team with your enthusiasm and willingness to learn as we believe the people we support deserve large and colourful lives.
Responsibilities:
You will be part of a trained team of support staff supporting five disabled customers with all aspects of their support i.e. assisting them with any medication, personal care requirements, drinks and meaningful activities.
About you:
· Do you feel you can offer a SUPPORTIVE environment to enable people to grow and develop?
· Can you inspire the people we support and your team to be AMBITIOUS and embrace new opportunities?
· Are you LOYAL are you able to put the needs of very complex people first?
· Do you value UNIQUE ideas and ways of working, do you support innovative practices?
· Can you work in TRANSPARENT, open, working environments and foster inclusive working cultures?
· Can you bring energy, positivity and an ENGAGING mind-set to work?
· Are you passionate about enabling people to have a MEANINGFUL life, to have new experiences or even develop new skills?
You must be respectful, resourceful and reliable with an ability to adapt your approach, you’ll be committed to supporting disabled people to live fulfilling lives. You’ll need clear written and verbal communication skills, as well as a flexible approach to your work.
No experience is required, but you must be able to demonstrate the right values and behaviours to make a difference to disabled people’s lives.
About us:
All applicants must be willing to undergo an Enhanced DBS check. We are an equal opportunities employer.
Employee benefits:
- Competitive rates of pay
- Training/Qualification Opportunities - In addition to the company induction, those that are new to care will also be supported to complete the Care Certificate. You will also receive bespoke specialist training that reflects the needs of the service and your personal development
- Internal progression opportunities
- Induction - Support Workers joining us will undertake a bespoke induction programme tailored to their specific job role and will complete training through a blended learning approach
- Perkbox - We have a great employee benefits platform called Perkbox, this includes over 200 different exclusive perks and discounts such as cinema tickets, flights/holidays, theme parks, days out plus much more!
- Employee Support Helpline - You will have access to a private and confidential employee support helpline, covering a wide range of topics including financial advice, health and well-being and more. This is all available 24 hours a day 7 days a week
- Pension
We’re passionate about putting a smile on the faces of the people we support every day. If you are too, then apply today to join our team.
Reference ID: Alderbury Bungalows, Salisbury
Job Types: Full-time, Part-time, Permanent
Salary: £8.66/hour
Experience:
Support Environment: 1 year (Preferred)
Location:
Salisbury, Wiltshire
Licence: | https://www.spirefm.co.uk/jobs/j/ambito-care-salutem-group/support-worker-days-and-nights-available/36648/ |
Staff mental health and wellbeing
At the University of Stirling, we're committed to investing in the mental health and wellbeing of our community. We recognise the vital role our employees play in the success of the University. We take a proactive and supportive approach to keeping you well.
Information and services
Here you'll find resources and information about how the University supports you. This includes support services and policies, as well as information about the health and safety of your work environment.
Occupational health
Guidance and information on the referral process.
Employee Assistance Programme (EAP)
Information and advice on accessing employee advice line, counselling and other support.
COVID-19: wellbeing and support
Tools and support available for employees to help them stay healthy, safe and well at work.
Mental health and wellbeing resources
Resources to support your mental health and wellbeing.
Events
Employee/student health and wellbeing events and resources.
Policies and guidance
A range of policies and guidance to support you at work.
Sickness absence
Information and guidance on what do if you are unwell and can't attend work.
Safety, environment and continuity
SEC provides advice and support for all safety matters. This includes health-related information on accident reporting, display screen equipment, eyesight screening, first aid and more.
Disability disclosure
We strive to make Stirling a welcoming, inclusive and supportive workplace. We want all employees fulfil their potential. You can tell us about a disability so we can help you. | https://www.stir.ac.uk/about/professional-services/human-resources-and-organisation-development/working-at-stirling/staff-mental-health-and-wellbeing/ |
A sense of belonging does wonders for our wellbeing. Feeling part of something – when surrounded by allies and supported by peers – can make it easier to open up, be completely ourselves, and seize every opportunity that comes our way; safe in the knowledge that we’re not alone, and help is there if ever we need it.
Not everyone has that sense of belonging, which is why the theme of this year’s World Mental Health Day is ‘Mental Health in an Unequal World’.
We know that in communities (and workplaces) where stigma is rife, people can struggle to access mental health support; which is why building a culture that promotes openness and champions wellbeing is so important – and so incredibly effective.
But what does a truly inclusive workplace look like? And what does it have to do with employee wellbeing?
The Most Effective Wellbeing Solutions Have Diversity and Inclusion at their Heart
When people have easy access to mental health support – clearly signposted and free of stigma – it can be truly lifechanging. As well as having those support systems in place to help your people when they’re struggling, equipping them with the right wellbeing resources early on makes it much easier for them to stay well, and to manage their mental health positively and proactively.
Because people (and their challenges) are so unique, having inclusive wellbeing solutions and mental health support services is absolutely key to increasing uptake and engagement.
The most effective wellbeing solutions are those that accommodate the very diverse needs of the people they’ve been developed to support – but employers have an important role to play in breaking down any barriers to that support.
We know that in groups where stigma and discrimination levels are typically higher, accessing mental health support can feel incredibly challenging. Our social identities (nationality, race, ethnicity, culture, income, gender, sexual orientation, disabilities and health status) have an enormous impact on our wellbeing, self-esteem, and how we might view mental health.
When workplaces celebrate and encourage the unique identity of their people, self-esteem – along with feelings of inclusion, and consequently wellness – increase dramatically; making inclusive workplaces psychologically healthy spaces, where people can thrive.
Making Positive Changes in Your Workplace
When rolling out any workplace wellbeing solution, it’s important to make sure that it’s accessible to everyone – taking into account disabilities and health status, language and literacy, age, job schedules, religion, family demands, and culture. The most effective programmes are broad, flexible, and can be tailored to individuals and teams alike.
This level of inclusivity helps to foster friendships, heal divisions, and build a strong sense of team spirit – all of which leads to happier, more engaged teams, where people can be themselves and really flourish in their work.
Every organisation is different, and you may already have a great approach to diversity and inclusion in your workplace – but if you do feel like there’s room for improvement, you could consider:
- Incorporating mental health into your diversity and inclusion programmes
- Offering company-wide D&I training to foster a more supportive environment
- Acknowledging the barriers and heightened stigma that different groups face
- Creating peer support groups to represent underserved groups
- Inviting people from a range of backgrounds to share lived experience of mental health
- Diversifying the mental health and wellbeing resources your people have access to
- Encouraging team activities that foster camaraderie and inclusion
That last point is incredibly important to us, because the creation of inclusive team activities is at the very heart of GoVida. We know that one size never fits all when it comes to wellbeing, and so we built our platform with diversity in mind.
Supporting Diversity and Wellbeing at Work
We have a vast wellness offering within the GoVida platform, but we know that’s not for everyone. That’s why our rewards system (users earn points for logging activities, ready to be used against a whole host of benefits) allows people to earn points for everything from accessing educational content in our ‘mind suite’, to raising money for charity.
There’s also a big onus on team activities, which can be tailored to meet a diverse range of needs – making GoVida one of the most inclusive wellbeing solutions on the market today.
As a team, we give our full backing to this year’s theme for World Mental Health Day. We will continue to do everything we can to help create a more equal world, where everybody can enjoy positive mental health, irrespective of personal identity.
Are you with us?
Find out more about GoVida with a free demo of our platform, or sign up to GoVida’s October experiential Work Well. Be Better. event. | https://govida.io/wellbeing-blog/how-inclusion-improves-workplace-mental-health-for-all/ |
Employee Assistance Program
We promote, establish, and increase quality of life, good health, and personal experiences. Our goal is to work in collaboration with authorities, commissions, employees and family members to restore and initiate well-being in work and life.
We offer a safe and supportive environment that is sensitive to the concerns and interests of City of Boston workers. We work with employees to resolve concerns that may impact health, well-being, social functioning, and productivity issues in the workplace.
26 Court Street, 7th Floor
Boston, MA 02108
Monday through Friday, 7 a.m. - 5 p.m.
The program is offered to the City of Boston workers and their family members, participating authorities, and commissions. The service is available regardless of position or length of employment. It's confidential, and available at no cost.
News and announcements
Our focus is one of well-being — we focus on the whole person. Our services are designed to assist those we serve in identifying and resolving personal concerns, problems, and issues. Well-being integrates physical, mental health, and whole life experiences resulting in a more holistic approach. It includes the presence of positive emotions and moods, satisfaction with life, fulfillment and positive functioning.
We use a preventative solution focus approach by offering: education, information, resources, and skills.We offer:
- Safe, supportive, and confidential environment where someone can come, get necessary help without any hassles, stigmatizations, or judgment.
- Counseling and supportive services by providing a comprehensive range of solutions.
- Psychological: Positive emotions and resilience
- Physical: Health promotion, disease management
- Financial: Becoming literate in all things financial
- Work: Central to adult identification, human development, and functioning.
- Social: Quality of relationships, networking
Our focus is on prevention. We apply a proactive solution focus approach by providing education, information, and skills. We have numerous resources on our website, including resource links by category, employee newsletters, information on stress in the workplace, and more.
Usually employees contact us when conditions and relationships in one area of their lives (work) begin to impact them in other ways (life outside of work and home). These two interconnect causing spillover, which can lead to stress. When most employees contact us they identify the number one issue as stress, and we help them.
First, we identify their options, and from those options we help them:
- Select choices: there are always choices no matter what.
- Find a level of support: we express how important having a support network is, close friends and family.
- Normalize: it’s normal for us as human beings to experience stress. It’s a normal body reaction. | https://www.boston.gov/departments/human-resources/employee-assistance-program |
WHO AM I? : LGBTQ+ LEADERSHIP PROGRAMMES
Our tailored leadership programmes are specifically designed to supplement and support in-house services, strategies and teams. We expertly facilitate challenging conversations relating to identity and mental health in a safe, contained and confidential environment.
OVERVIEW
Who am I?
We use a tried-and-tested sequence of interactive workshops to empower individuals with the necessary tools and practices for managing their own well-being.
We support individuals at every level with becoming more authentic, impactful and compassionate leaders. When applied across an organisation, we know this contributes to a more inclusive, supportive and happier workplace.
PROGRAMME STATISTICS
Participants include senior execs from these highly regarded companies:
Gurchaten Sandhu,
President at UN Globe
"This programme is essential to equip future leaders and shapers within our community."
Brennan Marshall,
People Director PwC
“I left this experience with new tools and actionable steps to employ on my mental health journey.”
Charlie Palmer,
Managing Editor at Channel 4
"A genuine mind-opening experience that has stuck with me ever since."
Matthew Shaw,
Editor at BBC News
"The most amazing thing about the programme - was realising how much I needed it."
Liam Rezende,
Senior Comms at Hyatt
“Cathartic and empowering.”
Ben Firth,
Associate Director at EY
"I felt like a weight had been lifted from my shoulders."
WHY DO WE NEED THIS?
LGBTQ+ well-being needs are unique.
This programme has been carefully informed by the lived and professional experience of our global team of experts, as well as the valuable insights we’ve collected from our diverse network of participants.
Our own extensive research indicates that pressures felt by many LGBTQ+ employees at work are often directly related to ongoing internal conflicts regarding their personal identity.
Did you know?
LGBTQ+ individuals are also three times more likely to experience anxiety and depression compared to the general population, with over 50% admitting they have suffered from mental health issues.
(Source: Stonewall)
HOW DO WE HELP?
We facilitate tailored conversations.
Led by our expert facilitators, we tackle root issues in a safe and private setting. Participants tell us that these identity-based struggles would never normally be brought up ‘at work’, no matter how inclusive and open the company. However, these important conversations are key to moving forward.
These bespoke programmes are designed to support your wider D&I strategy, Mental Health and Leadership Development work by addressing the unique issues faced within the LGBTQ+ community.
HOW DO WE HELP?
A sequence of interactive workshops.
Identity is at the core of our programmes because we have learnt that it is the key to unlocking self-empowerment and authentic leadership.
We use a wide combination of workshops ranging from applied neuroscience teachings to developmental coaching, holistic practices and peer-to-peer learning opportunities.
Please note
We have different programme content, teams and dates dedicated to specific demographics, geographic locations and identities: GBTQ, LGBTQ and TQ+.
WHAT'S THE RESULT?
Employees feel empowered and supported.
Through our programme, participants establish action-orientated well-being goals and objectives; empowered with practical next steps, a self-care tool kit and support network to further build connection and resilience.
Employees who feel more confident in being their full-selves at work and become more intuitive with the lifestyle choices and business decisions they make. (AOM)
AND THE COMPANY BENEFITS?
A more inclusive work environment, for everyone.
This bespoke programme is available to support and enhance any existing strategy work and help you create a more supportive workplace.
By investing in the long-term well-being of minority group employees you normalise the discussion of heavily stigmatised issues, not just at work, but in society.
Employees who feel secure in their identity at work become more innovative, compassionate and impactful leaders, a benefit felt across the entire organisation. (AOM)
Important information.
HOW MANY PARTICIPANTS ARE THERE?
There will be a maximum of fourteen participants on each programme.
Spaces are limited to one participant from each company to retain anonymity.
HOW ARE THE GROUPS DIVIDED?
Studies show that this work is most impactful with groups who have shared similar experiences. For this reason we have different programmes and dates dedicated to specific groups: GBTQ, LBTQ, TQ+. We will do what we can to provide you with equal opportunities for all your LGBTQ+ employees.
HOW MUCH DOES IT COST?
Please enquire for latest pricing and corporate packages.
WHAT IS THE CANCELLATION POLICY?
We can facilitate a participant exchange for another employee within the same organisation up to two weeks prior to the programme start date.
Safety.
Safety is our main priority. For this reason we ask all participants to complete a pre-assessment, before we can confirm their place on the programme. These are standard questions, there to protect the safety of everyone involved. This information will only be shared on a ‘need to know’ basis and will be GDPR compliant. We will also be undertaking other necessary safety measures during and post.
A bit about Create Space.
Create Space is a global retreat and workshop planning business, based in the UK.
Our unique transformative programmes are designed to inspire, empower, and build a more supportive community. We want our guests to leave excited to continue on their own path of self-discovery, self-care, and with a deeper connection to what is meaningful to them. | https://www.createspaceretreats.com/who-am-i |
Meredith Music Publications has just published a book about performance librarians: “Insights and Essays on the Music Performance Library,” edited by Russ Girsberger and Laurie Lake. The publisher has kindly given Polyphonic permission to reprint an essay by Karen Schnackenberg, Principal Librarian with the Dallas Symphony and a long-time Polyphonic contributor.
In her essay, Karen talks about the role the librarian plays within the symphonic organization and focuses on two main points: 1) how little understood is the job of the music librarian amongst musicians, administrators, board, and audience, and 2) the need for the performing librarian to understand how they fit into the larger organization, and to move “beyond the library” to advocate for their orchestras. To quote Karen, “Performance librarians, by nature, are detail-oriented people. Our tendency, then, can be to immerse ourselves in the music preparation — which is our job, after all — without wanting to participate in the larger goings-on around us. But it’s the big picture that gives meaning to our detail work, the overall impact of great live music on the audience.”
Extracted, with permission, from “Insights and Essays on the Music Performance Library.” © 2012 Meredith Music Publications. All rights reserved. This material may be printed solely for individual, noncommercial use. Copyright notice and other proprietary notice must be included with any material printed. Reproduction of any material for any commercial purpose is prohibited without written permission from the Publisher.
Ann Drinan
If there is a stereotypical image of a performance librarian at work, it is probably one of the librarian huddled over scores and parts making detailed markings with a pencil, a Staedtler eraser at the ready. In direct contrast with that picture is the reality of the librarian’s professional life which includes the constant challenge of balancing the daily musical work with being an educator and advocate outside the library. The need for such activism is an enduring one, not only within our performing organizations, but also throughout the industry. For the librarian, the experiences enjoyed as a result of these efforts not only lead to tangible improvements throughout the field, but also add a rich and satisfying variety to one’s professional life. Some of my most memorable collaborations have come from volunteering as a teacher, mentor, lecturer, consultant, writer, or organizer in our profession.
It may be surprising that many of those with whom we work most closely have little knowledge of what a librarian’s job actually encompasses or the musical training and skills that are required to do the work. Players often think we mostly mark bowings, put parts in folders, and make practice copies. Conductors know that we acquire the music they program, but few realize what that entails or how much time it takes to prepare the performance materials to their specifications. Administrators have little awareness of the level of musical detail that our work requires on a daily basis. Board members, as well-meaning and generous as they are, often do not even know that we are musicians.
Such a general lack of understanding can hamper even the most efficient performance library from fulfilling its purpose within the organization. When the administration doesn’t understand the library’s function and role, it is difficult to get what is needed for budgeting, equipment requirements, hiring of extra help, or ample time for concert preparation, all of which affects the ability to provide the high level of support that is absolutely crucial to players and conductors. We really would like to be able to put measure numbers into every single set, or comprehensively correct the errors in all works that come through the library, but we are often forced by deadlines and understaffing to put parts on the stands that are less than perfect. In short, the work is never done, and we just try to do as much as we can, as well as we can.
When administrators and boards are educated about the librarians’ role, it leads to a better understanding of why our work is critical to the success of the overall “product.” This paves the way for more support on crucial projects, and more resources committed to the library through increased or, at least, maintained funding. In turn, the organization’s stability for the future is enhanced through larger holdings, the latest critical editions, regular data upkeep, and retaining and recruiting talented and experienced librarians. All of this also benefits the performers who can focus on making music, free from the restraints of incomplete part preparation or inferior materials.
It is critically important for librarians to fully understand how they fit into the bigger picture of their orchestras, opera companies, concert bands, or conservatories. In this way, we can be more effective advocates when acting as liaisons throughout our administrations. The truth is, we interact with every department in the organization in ways that still surprise me after all these years. When I got my first professional library job, I could never have guessed how extensive and varied these collaborations would be. I simply didn’t know that being an orchestra librarian could mean working with everyone, constantly explaining and showing what the librarians do and how the library works in partnership with the rest of the organization.
But it does. Whether it’s presenting budget justifications or proposals to management or finance, providing detailed information to the development staff for grant writing, fund raising, or capital campaigns to acquire music or equipment, working with marketing and public relations by writing for the Playbill or orchestra newsletter, advising on copyright requirements for website content, or speaking to the board members, staff and volunteer guilds, it’s all about helping to create a more effective organization in support of the art.
We embarked upon a special project a number of years ago, in partnership with the fine arts department of our local public library, to begin a long term process of identifying, collecting, and delivering historical records and memorabilia for the creation of an orchestra archive. We were all complete novices in this venture and had to educate ourselves about what we were doing, how to do it, and why it was important to preserve the history of our orchestra. We taught our staff to think before throwing away or deleting relevant correspondence and project materials, and we set up a once-per-year collection to be taken to the public library. We researched the preservation of data both in hard copy and electronic forms. We learned how to establish a Deed of Gift. We worked with the public library to obtain grants and hire a professional archivist. Now, almost a decade later, the collection is ninety percent archived, we have an established process to research and retrieve material as needed, and we have the satisfaction of knowing that the orchestra’s history is being preserved for future generations.
I have also been very fortunate to represent performance librarians in a variety of ways throughout my career, including writing for print and online publications, helping librarians and orchestras in need, consulting on the set-up and organization of a performance library, volunteering through the Major Orchestra Librarians’ Association (MOLA) to improve information exchange and resource materials, collaborating with computer engineers to change and upgrade equipment, speaking at affiliated music industry conferences such as the Music Publishers Association and the League of American Orchestras, and assisting orchestra librarians nationally in their working lives through the American Federation of Musicians. It is heartening to see that each effort over time helps in some way to bring improvements in our field and more understanding from our colleagues.
Recently, a special opportunity to share what we do came in the form of an invitation to speak at the annual conference of the Association of Finnish Orchestras in Kuopio, Finland. Fellow librarians, whom I came to know through MOLA, were involved in planning the agenda. The focus was to be on the relationship of the performance librarian with all the other constituencies of the symphony orchestra, and how the libraries might be able to function more effectively for the good of their organizations. The participants were orchestra managers, players, librarians, and civil servants involved with the arts in their home municipalities.
Despite the trepidation I felt that my American experiences would not translate well because of the significant differences in the way symphony orchestras are operated and funded in Finland, I quickly learned that we were all dealing with similar issues and challenges. The message was not that much different on the other side of the world. In our role to provide the musical services conductors and players must have so they can perform at the highest level of artistic expression, it is crucial that we performance librarians have the musical skills, experience, resources, and tools with which to also perform our duties at that same high level. Otherwise, the art suffers.
Performance librarians, by nature, are detail-oriented people. Our tendency, then, can be to immerse ourselves in the music preparation — which is our job, after all — without wanting to participate in the larger goings-on around us. But it’s the big picture that gives meaning to our detail work, the overall impact of great live music on the audience. One can either try to avoid the advocacy aspect of the profession or embrace it. We can no longer just sit in the library, hunched over the parts, lost in the minutiae of the endless details of the notes and errors. We need to regularly step out beyond the library (and, perhaps, our comfort zone) and engage with the players and conductors, staff members, managers, board members, and even the public. We must make ourselves available to answer questions, provide information, and bring people into the library and visit their departments to show that we are part of the whole. Choosing to be an advocate brings an understanding about our jobs and profession that builds relationships and helps to lift up our performers, our administrations, and our industry. In that way, performance librarians have a unique perspective and lasting effect on the art form. | http://www.polyphonic.org/article/beyond-the-library/ |
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Peter Hristoskov - Violinist & Composer
By BNR Symphony Orchestra
By BNR Symphony Orchestra
By BNR Symphony Orchestra, Peter Hristoskov, Sofia Philharmonic Orchestra, Vassil Stefanov, Vera Baeva, and Zlatka Arnaudova. By Pancho Vladigerov, Peter Hristoskov, Robert Schumann, Johannes Brahms (1833-1897), Ernest Chausson (1855-1899), and Karol Szymanowski (1882-1937). Classical. CD. Gega New Ltd #GD391-392. Published by Gega New Ltd (NX.GD391-392).
Item Number: NX.GD391-392
Conducted by Pierre-Michel Le Conte.
It is the 100th anniversary of the birth of Peter Hristoskov - a brilliant representative of the Bulgarian performing art and composition of the twentieth century. He began playing the violin at a very early age and with the first performances at stage showed that he had amazing qualities. For his development as a violinist a crucial role play his teachers, mainly Professor Sasha Popov, and later on, Professor Gustav Haweman (violin) and Professor Hans Malke (chamber music). He performed actively in Bulgaria and Europe as a soloist with symphony orchestras and as a chamber musician. His repertoire is very diverse - from the baroque to the music of the twentieth century, including works by Bulgarian composers. He performed all emblematic violin pieces, sonatas and concertos at his concerts. Parallel to his concert activity Peter Hristoskov devoted a significant part of his time to teaching. Since 1945 he taught at the Academy of Music in Sofia, and since 1950 he was professor. Many of his students are among the most famous violinists in Bulgaria and world-wide and are laureates of international competitions. Hristoskov himself was a respected member of several international violin competitions in Bulgaria, Germany, Poland, Czech Republic, France, China. His work as a composer is greatly significant, too. Hristoskov wrote over 40 opuses in the typical for him virtuoso performance style, based on Bulgarian folklore. Most of them are for violin - pieces, concertos, suites ..., for cello - concertos and pieces, concertos for piano, orchestra, symphony, children's album for violin, etc. His works are part of the repertoire of all prominent Bulgarian musicians and some of them are included in the repertoire of foreign performers. Bulgaria appreciates the overall work of Peter Hristoskov and he was awarded the highest state honours.
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2.2 Melodic colour in the orchestra
As instruments each have unique sound qualities, combining different instruments can also have a dramatic effect on musical timbre. A full orchestra combines a diverse range of instruments and tone colours, and the choice of instruments which sound the melody can have an impact on the character of the music.
Activity 9
Listen to the following extracts from Benjamin Britten’s Young Person’s Guide to the Orchestra. As you listen, try to jot down words which might describe the sound quality of the instrument combinations which support the melody at points in the piece.
Audio 20–23: Britten, Young Person’s Guide to the Orchestra
Discussion
In Audio 20, the bright, piercing sound of the legato oboe contrasted with the warmer sound of legato accompanying strings. The relaxed tempo of the music combined with these timbres might suggest a pastoral scene. Audio 21 had a military feel, combining trumpets and a snare drum. The bright yet warm tones of the trumpet contrasted with the hard, rattling sound of the snare drum. In Audio 22, the playful mellow tones of the clarinet, occasionally shrill in the higher registers, were accompanied by the deep tones of the tuba. This accompaniment had the feel of an ‘um-pah-pah’ which added to the sense of playfulness. Finally in Audio 23 the full orchestra sounded, but you may have been able to pick out the sounds of individual instruments or instrument families – the brittleness of the xylophone picking out parts of the melody with the legato violins, joined by the trumpet, and the warm tones of the brass holding longer notes.
When you listen to a piece of music, think about the combination of instruments used, and the effect of the individual instrument’s tone colour on the overall timbre. Give thought to how this characterises a melody and the music as a whole.
You may wish to return to the Philharmonia Instruments website [Tip: hold Ctrl and click a link to open it in a new tab. (Hide tip)] to listen to individual orchestral instruments to help you to identify instruments and think about their unique sound quality. | https://www.open.edu/openlearn/ocw/mod/oucontent/view.php?id=102598§ion=2.2 |
Tam Tam : Introduction
Along with the timpani and the bass drum the tam-tam provides the bass in the percussion group.
The tam-tam is often confused with the gong, but there are a number of significant differences between the construction and sound of the two instruments: the tam-tam is a relatively flat disc and, unlike the gong, has no knob in the center. Apart from this it has no definite pitch, although the pitch of different sized tam-tams does vary, of course.
In western-style symphony orchestras the tam-tam has only been in use since the end of the 18th century. In the 19th century Romantic composers used the tam-tam more and more frequently, so that it became established as an orchestra instrument at the turn of the 20th century. In music of very recent times it has even been used as a solo instrument.
The tam-tam is struck with a variety of mallets, and depending on the mallet and the playing technique has a timbre ranging from dark to screeching to majestic.
History
The name tam-tam is derived from the Malaysian word tammittam, an onomatopoeic term for “drum”. Musical metal discs (gongs) originated in China in the 7th century BC. From there they spread to eastern Asia. In the Far East, gamelan orchestras in which whole groups of musical metal discs (tam-tams, gongs etc) played a vital role have been formed from time immemorial. This explains the enormous significance of these instruments in the Far East.
The metal disc from East Asia was originally used in religious worship. Later on the term tam-tam was applied to the modern orchestra instrument which probably came to Europe in the wake of the Turkish wars in the 17th century and was introduced into the orchestra toward the end of the 18th century in François Joseph Gossec’s funeral march in Mirabeau (1791).
Until the end of the 19th century the tam-tam’s role was to provide effects for important and notable cues, often in funeral marches. Since the beginning of the 20th century the tam-tam has finally established itself as a “true” orchestra instrument whose task is to lend the sound of the orchestra a darker timbre, as in Richard Strauss for example. It is therefore a very important and versatile member of the percussion group in the orchestra.
From about 1960 the tam-tam has been struck, rubbed or played with a huge variety of objects. It was first used as a solo instrument by Karlheinz Stockhausen in his work Mikrophonie I (1964).
Construction
The tam-tam is a round, slightly convex disc. The narrow rim is turned up and likewise convex. The instrument is made either of hammered sheet bronze or cast bronze using a special alloy. The highest quality instruments come from the countries in which the tam-tam originated: China, Japan, Myanmar, Java etc. So that it can be suspended the instrument has two holes in the rim through which twine or wire is passed. These holes must be drilled in places that do not vibrate.
The cast bronze tam-tam, which is used mostly for orchestral playing, has a fairly high fundamental in relation to its mass; to compensate for this and to achieve the tam-tam sound required for the orchestra, it has to be a certain size (about 70 cm in diameter).
One or more tam-tams are suspended on a metal or aluminum stand which is usually on wheels.
Mallets
Special mallets are generally used for the tam-tam:
Head
Material: Hard felt, wood, metal
Diameter: approx. 6–15 cm
Wrap
Felt, heavy fabric
Shaft
Length: approx. 28–35 cm
Shape
Disc-shaped, round, diamond-shaped
Other mallets are also used, for example bass-drum, timpani and cymbal mallets, drumsticks, triangle beaters, brushes, xylophone, glockenspiel, marimba and vibraphone mallets, and superballs. The hands are sometimes also used.
A superball has a shaft made of wood or rattan which is the same length as a marimba or vibraphone mallet’s shaft. Its head is a rubber ball and it comes in a variety of sizes.
Soft mallets temper the attack and the tone builds up more slowly. Harder mallets accentuate the attack and the tone reaches full development more quickly.
Smaller mallets do not generate the lowest partials (depending on the size of the tam-tam), but are all the more suitable for effects.
Occasionally the tam-tam is rubbed with the following objects: a wine glass, cardboard tubes, an electric vibrator, chains.
Notation
As a rule notation for the tam-tam is written alone on a single line. However, it can also be written together with the side drum, bass drum, cymbals, triangle etc. on the staff with no clef.
The score must always make it clear what size tam-tam the composer requires. The decay time should also be indicated.
Sound production
The tam-tam is either struck or rubbed (or “stroked”).
The instrument is not struck exactly in the middle but about a hand-width (depending on the size of the disc) from the center, since it is at this point that the greatest volume and the lowest notes are produced. The ideal striking spot varies from instrument to instrument however, and the percussionist must locate it by trial and error, because missing it even by only a few centimeters can radically change the sound.
Like the gong, the tam-tam vibrates most in the center and least at the rim. It is for this reason that it is suspended by the turned-up rim. The sound contains a great many inharmonic partials.
The tam-tam is struck with a number of different mallets, usually with special tam-tam mallets. The larger and heavier the instrument, the larger the mallets must be and the greater the force that the percussionist must expend to produce a full-sounding tone.
In addition, notes take longer to develop fully on larger tam-tams and the overall pitch is lower. It is also harder to damp a large tam-tam. In fact, very large instruments at high volume levels require two percussionists to damp them.
Judging the attack for a piano tone is difficult and it is very hard to control the dynamic level.
Sound characteristics
Metallic, shrill, lustrous, soughing, buzzing, brilliant, mighty, majestic, screeching, threatening, booming.
Because the tam-tam produces a large number of inharmonic partials the sound has noise-like character. It is for this reason that no definite pitch can be determined.
The tam-tam has no difficulty rising above the sound of an entire orchestra. The sound varies according to the type of mallet, the point at which the instrument is struck, the material and, of course, the size of the instrument.
A cast bronze tam-tam has a higher fundamental than a sheet bronze one. Because it is lighter, the latter instrument is much easier to damp. However, the stately timbre of its cast bronze counterpart is lacking at all dynamic levels.Piano tones have a darker timbre.
The wide range of tonal possibilities means that the tam-tam is used in both loud and soft passages. It often serves to complement an existing orchestra sound but can also create a particular mood (for example slow, soft strokes to represent the human heartbeat).
A comparison between the tam-tam and the gong
The biggest difference between the tam-tam and the gong is that the tam-tam possesses no audible definite pitch. Another important difference is the sound characteristics: whereas the tam-tam’s voice can range from majestic and mighty to threatening and booming, the gong sounds majestic, brilliant or exotic. In other words, the gong’s sound can only be described as “solemn” and “dignified”.
The decay of a gong note struck with the same force on an instrument of the same size is shorter than that of the tam-tam; a tam-tam note can resonate for several minutes.
The tam-tam and the gong do have things in common, however: on both the pitch is lower if the instrument is bigger. The weight also has an effect; the heavier the instrument, the lower the pitch.
The tam-tam has a far greater range of tonal possibilities, not only because of the many different mallets that can be used. On the other hand melodies can only be played on gongs.
Sound combinations
The tam-tam is used to add a particular timbre to the overall sound of the orchestra or to provide accents. The instrument’s sound is very conspicuous and should therefore be used with care.
Tam-tam + other percussion instruments
A good blend of percussion instruments is achieved especially by those with a deep and dark sound such as the bass drum, gong, timpani etc.
However, the tam-tam can also add bass to the high, metallic timbre of instruments such as the cymbals, triangle, tambourine, bell-tree, bells, etc.).
Tam-tam + brass instruments
Trumpets and trombones combine especially well with the tam-tam and the timbre becomes more penetrating and more metallic, although it can also sound more threatening.
Piano tones can also achieve a good blend with mellow-sounding brass such as the horns.
Tam-tam + woodwinds, strings
Piano tones can achieve a good blend with low woodwinds such as the bassoon and with low strings such as the cello and the double-bass. | http://indianmusicschool.com/tam-tam/ |
Trade Tips: Caring for an Orchestra of Stringed Instruments
Caring for one instrument is not the same thing as caring for an orchestra's worth of instruments... or is it?
Whether you're responsible for maintaining a single instrument or fifty, there are certain tips and best practices that always hold true. That's why we've compiled a list of six trade tips that can help players, teachers, and other instrument-caretakers keep their instruments sounding great.
5 Tips That Will Keep Even an Orchestra's Worth of Instruments Sounding Great
1. Maintain a constant climate.
While this tip often finds itself tossed into the "common knowledge" category, it is always worth mentioning the fact that violins, violas, cellos, and basses suffer from goldilocks syndrome – too hot or too cold, too wet or too dry, simply will not do. They need things to be just right.
Ensuring that the rooms where the instruments are played (and the rooms where they're stored) are kept at a constant, instrument-friendly temperature and humidity goes a long way in maintaining quality and extending the life of a set of instruments.
2. When they aren't being played, instruments and bows belong in their cases.
This tip is doubly true for instruments that belong to primary or secondary school orchestras. The safest place for an instrument to be when it's not being played is in its case. This tip can go even further if young students are encouraged to take it to heart. There are few things more heartbreaking than a school instrument that's been sat on.
3. Cleanliness is a virtue.
Not to mention next to godliness. Taking a few minutes after each playing session to thoroughly clean an instrument (making sure to wipe down the fingerboard, top plate, bridge, and the stick of the bow) is a simple measure that will help keep any instrument sounding, and looking great. If left to build up over time, rosin residue can become difficult to remove, and while there are commercial cleaners and kits available, even of the best of them have the potential to damage the instrument. A simple micro-fiber cloth and a light touch are all you need if instruments and bows are wiped down frequently, and not allowed to gather dirt and grime.
4. Don't horse around with bows or bow hair.
Our poor attempt at horse humor aside, it's true. Remembering the little things (like avoiding over tightening, loosen before putting it in a case, and that the natural oils in our hands and fingers can easily damage bow hair) is a simple way to help a bow last and make sure that it can perform its best. We've also seen our share of young students engaging in imaginative swordplay behind the teacher's back. Students should be taught to respect the bow and understand that waiving it around haphazardly will lead to irrevocable damage.
5. Leave the repair work to the professionals.
It's been said that there are two types of people who open the back of a watch: a fool and a watchmaker. The same principle applies to string instruments and string instrument repair. While an amateur repairman might be armed with good woodworking skills and the best intentions, it doesn't take much to do more harm than good. Even for tiny repairs, it's always best to take instruments to a shop and put it in the hands of a professional luthier. It's easier, and less costly, for a luthier to fix a problem the first time, than trying to undo the damage that an untrained hand can reap on the instrument. | https://www.liviolinshop.com/blogs/the-long-island-violin-shop-blog/83883972-trade-tips-caring-for-an-orchestra-of-stringed-instruments |
* * *Instrumental ensemble of varying size and composition.Today the term orchestra usually refers to the traditional large Western ensemble of bowed stringed instruments with brass, woodwind, and percussion instruments, with several players to each string part. The development of the orchestra coincides with the early history of opera. A major antecedent of the modern orchestra was that of the mid-17th-century French court, especially as employed by Jean-Baptiste Lully; it was dominated by 24 bowed strings but also often included woodwind instruments. Trumpets, horns, and timpani were often added in the early 18th century and were standard by the time of Franz Joseph Haydn. During the 19th century there was a considerable expansion, particularly in the number and variety of wind and percussion instruments; some works called for well over 100 musicians. The symphony orchestra changed little in the 20th century. See also orchestration.
* * *▪ musicinstrumental ensemble of varying size and composition. Although applied to various ensembles found in Western and non-Western music, orchestra in an unqualified sense usually refers to the typical Western music ensemble of bowed stringed instruments (stringed instrument) complemented by wind (wind instrument) and percussion instruments (percussion instrument) that, in the string section at least, has more than one player per part. The word stems from the Greek orchēstra, the circular part of the ancient Greek theatre in front of the proscenium in which the dancers and instrumentalists performed.Antecedents of the modern symphony orchestra appeared about 1600, the most notable early example being the ensemble required in the Italian composer Claudio Monteverdi's (Monteverdi, Claudio) opera Orfeo. In the late 17th century, the French composer Jean-Baptiste Lully (Lully, Jean-Baptiste) directed for the royal court an orchestra dominated by stringed instruments but including woodwinds (woodwind), such as oboes (oboe) and bassoons (bassoon), and sometimes also flutes (flute) and horns (horn). In the 18th century in Germany, Johann Stamitz (Stamitz, Johann) and other composers in what is known as the Mannheim school established the basic composition of the modern symphony orchestra: four sections, consisting of woodwinds (woodwind) (flutes, oboes, and bassoons), brass (brass instrument) (horns and trumpets (trumpet)), percussion (percussion instrument) (two timpani), and strings (first and second violins (violin), violas (viola), cellos (cello), and double basses (double bass)). Clarinets (clarinet) were adopted into the orchestra during this period, while earlier mainstays, such as the harpsichord, lute, and theorbo (a bass lute), were gradually phased out.The 19th century was a fertile period for the orchestra. Woodwinds were increased from two to typically three or four of each instrument, and the brass section was augmented by a third trumpet, third and fourth horns, and the inclusion of trombones (trombone). Composers such as Hector Berlioz (Berlioz, Hector), Richard Wagner (Wagner, Richard), Nikolay Rimsky-Korsakov (Rimsky-Korsakov, Nikolay), and—into the 20th century—Richard Strauss (Strauss, Richard), Gustav Mahler (Mahler, Gustav), and Igor Stravinsky (Stravinsky, Igor) postulated, and in many instances created, orchestras of unprecedented size and tonal resources. The large orchestra typical of the late 19th through the mid-20th century incorporated an average of 100 performers and might include a wide variety of instruments and devices required in specific works. In the 1920s, however, many composers began to turn toward smaller, chamber-size ensembles (chamber music), sometimes maintaining and sometimes discarding the traditional instrumental complements.
* * *
Universalium. 2010. | https://universalium.en-academic.com/163910/orchestra |
Welcome to the Admission & Audition Website of the Animato Foundation Orchestra and thank you for your interest in becoming a member of our Orchestra. We engage to provide you in the following with information about different steps and ways of the Application Process, with the conditions of your participation and with the selection process including auditions. The aim of the different selection process is to verify if you as candidate have required the necessary professional level to fulfil the particular orchestra role you are opting for.
Depending on your application way and your instrument the overall Admission Process is different: Please read the following guidelines carefully and ask the Animato Team if you need clarifications. We are always available to help you through the process. | https://www.animatofoundation-orchestra.com/admissions-and-auditions/ |
Born and raised in Bloomfield, New Jersey, Matthew Searing currently serves as Assistant Principal Librarian for the Sarasota Orchestra. Prior to joining the Sarasota Orchestra, he was a Fellow at the New World Symphony under the direction of Michael Tilson-Thomas. Mr. Searing was Head Librarian for the Aspen Music Festival and School for the 2017 summer, after serving as librarian for the Aspen Conducting Academy (2016) and the Aspen Philharmonic (2015.) In 2015-16, he was acting Assistant Librarian for the Utah Symphony and Opera.
Mr. Searing attended Montclair State University and University of Maryland College Park for horn performance. His teachers included Richard Hagen, Angela Cordell-Bilger, Nancy Billmann and Gregory Miller.
Through a gift to the Annual Fund, you play a vital role in the Sarasota Orchestra’s mission to engage, educate and enrich our community.
Our mission is to engage, educate, and enrich our community through high-quality, live musical experiences.
709 N Tamiami Tr, Sarasota, FL 34236
Box Office: 941.953.3434
Administration: 941.953.4252
Box Office Hours: | https://www.sarasotaorchestra.org/our-musicians/library/matthew-searing?referer=trombinoscope |
Katie Jacoby | Concert Master/Librarian | The Who, current touring band page
Also called First Chair, First Violinist, Concertmistress. What does a Concertmaster do? >The first chair violinist of an orchestra—known as the concertmaster—is a vital musical leader with widely ranging responsibilities, from tuning the orchestra to working closely with the conductor.
Berklee's definition, has us wondering what career role in Software is equivalent to Concertmaster... page
> # In addition to being an excellent player with deep knowledge of orchestra repertoire and fantastic abilities as a soloist, concertmasters must also cultivate superb leadership, teaching, and communication skills. | http://clive.tries.fed.wiki/concertmaster-in-software.html |
A concerto is a type of musical composition that features a solo instrument or group of instruments accompanied by an orchestra. The solo instrument or group, known as the concertino, plays a prominent role and is often accompanied by the orchestra, which provides a backdrop of harmonies and counterpoint.
The concerto originated in the Baroque period, with composers such as Antonio Vivaldi and Johann Sebastian Bach writing numerous concertos for various instruments. During the classical period, Wolfgang Amadeus Mozart and Ludwig van Beethoven composed many notable concertos, including Mozart's Piano Concerto No. 21 and Beethoven's Violin Concerto. In the romantic period, composers such as Johannes Brahms and Pyotr Ilyich Tchaikovsky continued the tradition of writing concertos, with Brahms composing his famous violin and piano concertos and Tchaikovsky writing his beloved Violin Concerto in D Major.
Concertos are typically structured in three or four movements, with the first and last movements being the most energetic and the middle movement being slower and more lyrical. The solo instrument or group is often given the opportunity to showcase their virtuosity and technical prowess in the fast and flashy outer movements, while the middle movement allows for a more expressive and emotional performance.
One of the defining features of the concerto is the dialogue between the solo instrument and the orchestra. The solo instrument often plays melodies that are answered by the orchestra, creating a sense of conversation and collaboration between the two groups. The concerto also allows for a solo instrument or group to display their unique tonal qualities and timbre, adding depth and variety to the overall sound of the piece.
In modern times, the concerto continues to be a popular form of classical music, with composers such as John Adams and Jennifer Higdon writing concertos for a wide range of instruments including piano, violin, cello, and even electric guitar. The concerto remains a beloved and enduring form of music, offering a platform for soloists to showcase their talent and for orchestras to collaborate with some of the finest musicians in the world. | http://typemoon.org/concerto-music-definition.html |
The Count Basie Orchestra is a 16 to 18 piece big band, one of the most prominent jazz performing groups of the swing era, founded by Count Basie in 1935 and recording regularly from 1936. Despite a brief disbandment at the beginning of the 1950s, the band survived long past the Big Band era itself and the death of Basie in 1984. It continues as a 'ghost band'.
William James "Count" Basie (August 21, 1904 – April 26, 1984) was an American jazz pianist, organist, bandleader, and composer. In 1935, Basie formed his own jazz orchestra, the Count Basie Orchestra, and in 1936 took them to Chicago for a long engagement and their first recording. He led the group for almost 50 years, creating innovations like the use of two "split" tenor saxophones, emphasizing the rhythm section, riffing with a big band, using arrangers to broaden their sound, and others.
Скачать песню The Count Basie Orchestra в хорошем качестве (320Kbps), а также слушать их онлайн. The Very Thought Of You. 2:29. Prime Time (Album Version).
Given the paucity of Basie recordings from the '40s issued by his own label, the quality and content of this collection of 14 songs cut exclusively for radio in 1944 is scandalously good. The sound quality is good to excellent, with exceptional clarity and richness and no distortion, and the textures are very close and vivid - the Count's piano on "Basie Boogie" is sharper and crisper than it is on most of his Columbia recordings of the period that have been reissued. The notes by the late Dave Dexter, Jr. are informative and lively, and, as with all Hindsight releases, the estate of the artist is paid a royalty for sales of this CD release.
Count Basie was among the most important bandleaders of the swing era. With the exception of a brief period in the early '50s, he led a big band from 1935 until his death almost 50 years later, and the band continued to perform after he died. Basie's orchestra was characterized by a light, swinging rhythm section that he led from the piano, lively ensemble work, and generous soloing. Basie was not a composer like Duke Ellington or an important soloist like Benny Goodman. His instrument was his band, which was considered the epitome of swing and became broadly influential on jazz. Basie returned to New York for an extended engagement at the small club the Famous Door in 1938 that really established the band as a success. Stop Beatin' Round the Mulberry Bush, with Rushing on vocals, became a Top Ten hit in the fall of 1938. | https://albums.addictions-17.fr/157669/count-basie-orchestra-new-sound-of-count-album-download-mp3.html |
The program opened with a familiar, well-love chamber work: Schubert’s Piano Quintet in A Major, Op.114 (“The Trout”) in which Foley, as double bassist, was joined by pianist Julie Coucheron and three principal strings from the ASO, concertmaster David Coucheron, principal violist Zhenwei Shi and principal cellist Rainer Eudeikis. The latter four had performed together just last Sunday. Nov. 15, in a Georgian Chamber Players concert, although by that time this ASO concert had already been recorded, according to the video in session from Nov. 11 – 13. The advance recording dates are necessary to allow sufficient editing time for each Thursday’s scheduled streamed broadcast, with next week’s concert scheduled for a Saturday streaming date instead because of Thanksgiving Day. These five musicians gave the 40-minute “Trout” a vibrant, joyfully extroverted performance.
Foley, a 26-year-old native of Marietta, Georgia, began his music studies at age 8 on piano, but soon switched to playing contrabass (aka “double bass”), and because there was not much solo repertoire specifically for the instrument, he began composing and arranging music for the instrument himself.
For Justice and Peace, which Foley says in an interview in then video, was “based off the 400th anniversary of first-time slaves arriving in Jamestown, Virginia.” But he also, whenever he gets a commission, makes sure he is allowed to write for and feature the bass.
Foley became a member of the Atlanta Symphony Youth Orchestra, and his first teacher, the late ASO section bass player Douglas Sommer, introduced him to the ASO’s Talent Development Program, which prepared him for his next goal, to study at the Curtis Institute with the esteemed double bassist Edgar Meyer.
The most fascinating piece of the program was Foley’s own composition, For Justice and Peace, a double concertino co-commissioned by Carnegie Hall, the Sphinx Organization, and the New World Symphony, for violin, contrabass and string orchestra, plus prominent featured use of a judge’s gavel (the only percussion instrument in the piece) and brief but crucial passage for vocal quartet. The influence of Edgar Meyer can easily be heard, but Foley demonstrably has his own fresh and confident compositional voice and skillful style. For Justice and Peace organically develops over its nine-and-a-half minutes, mostly out of a pair of succinct principal motifs. This is totally approachable, compelling music that you won’t regret experiencing and will easily want to hear again.
At eight minutes into the piece, the work reaches a climax with the entry of the quartet of amplified vocalists, drawn from the ASO Chorus (Wanda Yang Temko, Ana Baida, Brent Runnels and Trey Clegg), singing in slow, cathedral-like long tones against the much busier instrumental undercurrent:
Where’s my freedom?
We shall have equality,
With liberty and justice for all.
A few scratching notes from the violin and drumming on the body of contrabass intervene before the vocalists’ rhythmic pace suddenly picks up on the last line, interrupted at its end by another smack of the gavel. The contrabass responds, with pizzicato commentary from the orchestra’s lower strings, followed by yet another bang of the gavel. Then the violin and contrabass do a brief dialogue that is answered in emphatic unison by the full orchestra before a final three, rhythmically deliberate whacks of the gavel come down. But the immediate final say comes with a rapid drummed rhythm on the body of solo contrabass’ body, simultaneously with an affirmative final forte note from the full orchestra.
The vocal parts work well as a quartet (and surely obligatory due to necessary pandemic restrictions involved) but even though their part is only 45 seconds long, one can easily imagine it sung by a full chorus – a “voice of the people” rather than the pleas of a few. In a post-covid world, that would oblige programming For Justice and Peace with another choral work of similar sentiment. The “Prisoners’ Chorus” from Beethoven’s Fidelio: “Oh what joy, in the open air / Freely to breathe again! / Up here alone is life” and also its admonition, so relevant to our 21st century and its penchant for technological surveillance: “Speak softly! Be on your guard! / We are watched with eye and ear” – and why not, in this context, rearrange the male chorus parts for mixed voices? For Justice and Peace can easily find its way as a double concertino onto a mostly choral concert, shared with a small string orchestra, that fits an overall “justice and peace” theme.
By the start of the final piece, Giovanni Bottesini’s Double Bass Concerto No. 2 in B minor (1845), Foley had already demonstrated well his virtuosity and expressive playing, but the concerto was a fine platform to reinforce that, with its late 19th-century expressive lyricism and display of skill. It’s a piece Foley’s mentor, Edgar Meyer, continues to maintain in his own solo repertoire list. Foley gives the solo performance of this 18-minute concerto a quality which, especially in the first movement’s cadenza and the slow second movement, felt as if it were sung as much as played, though some of the passages of the first are far beyond the capacities of a human voice. Even though in a minor key, then final movement rollicked along an cheerful display of the soloist’s skill and increasing dramatic outbursts by the orchestra as it neared the work’s sudden gear-shift into a somewhat barn-burner coda.
For his part a conductor, Jerry Hou, in this subscription debut with the ASO, guided the orchestra well in a clear and incisive interaction with the two soloists in For Justice and Peace, and with the addition of winds for the Bottesini he allowed for a little looser accompaniment that suited the concerto’s style. My own preference was for Foley’s work and its strong musical dialogues among all participants in which Hou’s conducting made the best impression. The Bottesini seemed, to my mind, a less significant work than the Foley, however necessarily standard a piece of repertoire for a contrabass soloist. | http://www.earrelevant.net/2020/11/aso-hou-and-foley-double-debut/ |
Whoever heard of a bass trombone concerto? RPO, for one
If you’ve never heard of a bass trombone, you’re probably not alone.
It usually makes its home in the back row of the orchestra with the other low brass instruments, rarely getting any solo time.
But at 7:30 p.m. Thursday, Feb. 25 (and repeating at 8 p.m. Feb. 27), bass trombonist Jeffrey Gray and the Rochester Philharmonic Orchestra, led by guest conductor Günther Herbig, will shine a rare spotlight on the instrument, in between Mozart’s Symphony No. 29 and Schumann’s Symphony No. 3, “Rhenish.”
“The bass trombone is a modern instrument with two valves, a bigger bore, bigger mouthpiece and usually a bigger bell,” said Gray, who joined the RPO in 2011 after 11 years with the Syracuse Symphony Orchestra.
Those “big” differences from a tenor trombone allow the bass trombone to play lower, dipping down into the range of a tuba.
The piece he’ll be playing, Concerto for Tuba, was written by Eastman alum Eric Ewazen for both tuba and bass trombone.
Gray, who attended Julliard for his master’s degree in music performance, actually performed the piece at a concerto competition — with Ewazen in attendance.
“For a newer piece, it's very accessible,” Gray said. “It’s enjoyable to play, and it’s listenable for professionals and the casual music fan. The piece is very American-sounding. It combines horn fanfares with beautiful lyrical lines, and of course gives a supporting instrument the nod.”
That supporting instrument has an intriguing history. The trombone, compared to the majority of other instruments in a modern orchestra, is new, and the bass trombone is even newer.
It took a while for the modern tenor trombone to evolve from its medieval ancestor, the sackbut. Its first notable uses in the classical period were by Haydn and Mozart in their religious works, usually doubling lines with chorus. The trombone also found a home in Venetian opera houses during this period.
Beethoven, as the bridge between the classical and romantic periods, is usually credited with bringing the trombone to the symphony orchestra, using the instrument to great effect in the last movement of his iconic Symphony No. 5. The bass trombone began appearing more often in the symphony orchestra in the Romantic period, and has since made its way into brass bands, military bands and jazz ensembles.
Because of the instrument’s range, it is often in an accompanying role, either playing with the trombones, euphoniums or tubas.
“I always liked being in that supporting role,” Gray said. He made the switch from tenor to bass trombone during his freshman year at Bowling Green University, after a discussion with his teacher.
“I made the switch because it fit me for what I could do as a player at the time, and I always liked playing the lower notes.”
Yet here he is, about to play a concerto for a major orchestra.
“Solo repertoire is a little different for bass trombone,” Gray said. Because the instrument is new and is often in that accompanying role, bass trombonists look to other sources to hone their skills and play solo. “We often borrow repertoire. We transcribe other solos, transpose trombone repertoire down. … We also borrow repertoire from bassoon, cello and sometimes tuba,” Gray said.
“Any concerto is challenging,” Gray added. “This is a long concerto, about 22 minutes. The endurance, both mental and physical, is unique. As far as technical considerations, articulation in the lower register is always challenging.”
Gray said he’s especially eager to play for conductor Herbig, who has a long list of accomplishments with many orchestras, both in his native Germany and here in North America. He served as the music director of the Detroit Symphony Orchestra and the Toronto Symphony Orchestra, as well as conducting many of the top-tier symphonies, such as New York Philharmonic, Los Angeles Philharmonic and the Chicago Symphony Orchestra.
The excitement extends to other members of the orchestra as well. “I’ve always enjoyed working with Herbig,” said Perrin Yang, violinist for the RPO. “He's an old-school conductor, no nonsense, easy to work with, and always gets a good sound out of the orchestra.”
Starting the concert is Mozart’s Symphony No. 29, one of his better known symphonies, written in 1774 when Mozart was only 18. Following Concerto for Tuba is Robert Schumann’s Symphony No. 3, “Rhenish,” inspired by a trip he took to the Rhineland with his wife and famed composer and pianist, Clara.
It’s another chance to hear the RPO play familiar composers along with something new and unusual.
IF YOU GO
What: The Rochester Philharmonic Orchestra, with guest conductor Günther Herbig, performs Mozart’s Symphony No. 29, Schumann’s Symphony No. 3 “Rhenish” and Eric Ewazen’s Concerto for Tuba (or Bass Trombone), featuring Jeffrey Gray.
When: 7:30 p.m. Thursday, Feb. 25, and 8 p.m. Saturday, Feb. 27.
Where: Kodak Hall at Eastman Theatre, 26 Gibbs St., Rochester.
Tickets: Start at $22 and are available online at rpo.org, by calling the box office at (585) 454-2100, and at the door. | https://www.democratandchronicle.com/story/lifestyle/music/2016/02/18/whoever-heard-bass-trombone-concerto-rpo-one/80554130/ |
Recording Orchestra and Other Classical Music Ensembles explores techniques and methodologies specific to recording classical music. Whether a newcomer or a seasoned engineer looking to refine their skills, this book speaks to all levels of expertise and covers every aspect of recording symphonic and concerto repertoire, opera, chamber music, and solo piano.
With a focus on the orchestra as an instrument and sound source, this book features sections on how to listen, understanding microphones, concert halls, orchestra seating arrangements, how to set up the monitoring environment, and how to approach recording each section of the orchestra. Recording Orchestra provides concise information on preparing for a recording session, the role of the producer, mixing techniques, and includes a "quick-start" reference guide with suggested setups aimed at helping introduce the reader to the recording process.
A companion website, featuring audio examples of various techniques, reinforces concepts discussed throughout the book.
The content of the book includes:
- Clear, practical advice in plain language from an expert in classical music recording, multiple Grammy award winning recording engineer, and university professor
- The "secret of recording": a collection of practical recording techniques that have been proven to be highly successful in the field, on many occasions
- Never before published information written by an industry veteran with over twenty five-years of experience in classical music recording
- Specific techniques and strategies for recording orchestra, opera, wind symphony, chorus, string quartet, and other common classical music ensembles.
A multiple Grammy award winner, Richard King specializes in recording classical, jazz, and film score music. He is Associate Professor at the Schulich School of Music of McGill University in Montréal, where he teaches in the Sound Recording area. A long-standing member of the Audio Engineering Society, Richard is a regular convention presenter and panelist, and he is frequently invited to speak at various university level recording programs around the world. | https://musicbooksplus.com/products/recording-orchestra-and-other-classical-music-ensembles.html |
What Is a Character Narrative?
Narrative Overview
- Stories commonly have a beginning, middle and end. They connect a timeline of events that occur in the lives of the protagonist -- the main character -- and other characters that have various relationships with him. The stories take place in a setting, which is described in detail throughout the narration. Narrative answers the who, what, where, when and why of everything that occurs. In films, these become visually imparted elements. To make the leap from book or story writing to a screenplay is quite simple when someone knows general storytelling techniques.
Who is the Narrator?
- In books and film, narration is done in several ways. The author or screenwriter commonly writes in first or third person. The author may create a fictional character or write the biography of a living or once-known individual, often in third person -- such as "Tom laughed" or "he volunteered." First person is when the writer uses "I," such as, "I ran for President" or "I picked up the laundry."
Characters
- Melville's classic "Moby Dick" opens with three words: "Call me Ishmael." The author then writes from the point of view of that character, in first person. Thus, the narrator of the story is the character Ishmael. This is character narrative in a nutshell. All characters in a well-written story will have purpose, interesting qualities and participate in the overall plot. If you write your own essay about an adventure you took, using "I did this," or "I went there," you are the character of the narrative.
Other Notes on Narrative
- You may have difficulty finding narrative in such forms of writing as advertising, common journalism, poetry or speeches. But you can pick out the "storytelling" pieces if you read or listen more carefully. In some forms of poetry, writing about a tree isn't likely to be narrative, as poetry has its own stylized forms. Still, some poetry does incorporate a more narrative approach. If you want to learn to write good narrative, start by reading a few reputable novels. | https://www.itags.org/articles_3qhgha.html |
A fictional narrative is a type of story that follows a fictional character from one event to the next in a story.
It’s a kind of narrative that works best when you follow the character’s development, from childhood to adulthood.
So why should a book tell the story of your favorite comic book character?
Here’s how to write the perfect comic book.
First, a quick note about the terms fictional and realistic.
They’re both more or less the same thing.
The fictional element means something entirely different than the real thing, but the real one is what makes the fictional story meaningful.
When it comes to the real world, we’re often presented with stories that are real but not necessarily true.
We have stories that we can see are fictional but not true.
You can also write a fictional story and then use it in a fictional world.
For example, I wrote a book called Super Friends: Stories that Were Never Real.
The story is a story about the Super Friends from Super Friends, a popular animated cartoon show from the 1980s.
But in reality, the show never existed.
The cartoon characters were created for the show by animation studio Weta Digital, who worked with Hanna-Barbera to create the characters.
This is one of the best examples of fictional storytelling ever, because the Super Kids are not fictional.
I created this fictional story in response to the series’ success, because I wanted to create a fictional book that reflected my love of the characters and their stories.
In fiction, a fictional narrative follows a character’s progression from childhood into adulthood, but they aren’t the same.
In fact, they aren�t even the same character at all.
The key difference between fictional and real story is that a fictional storyline takes place over a time period and is often a very short one.
In real life, a story can last for decades or even centuries.
You may have read a short story that’s just a series of chapters or even a novel that’s about the same length as a book.
In contrast, a comic book story can be a long and varied one, which is why many people have tried to create their own fictional comic books.
To tell a fictional tale, you need to understand a fictional author, a creator of a fictional fictional story, and a creator or a collaborator of a real story.
A fictional story can only be told with a creator.
So a fictional creator will need to have knowledge of the creator, know the history of the story, be aware of the style of the writer and know the story’s main characters.
The real creator needs to know what the character and the world of the book are like, the main characters, and the events that will take place in the story.
That’s why you need the right fictional author to tell a comic story.
And if you want to create your own comic book, it’s important to have a writer that is well-versed in the fictional format and knows how to work with a fictional writer.
So you’ll need a creator who has these skills.
A fictional author is one who knows how a fictional or fictional world works.
The creator of the fictional book will need knowledge of how the world works, and he or she will have a background in the world, knowledge about characters, the stories, and their settings.
This will be especially important if you’re writing a comic.
If you’re a fan of a particular book, you’ll probably have some knowledge of what the story will be about, but you may not know the character names or where the story takes place.
In this case, a writer can rely on his or her background to tell the book’s story.
For example, you could start a comic series called The Amazing Spider-Man and have the main character, Spider-man, be a writer, or you could do the same with Wolverine and X-men and have Wolverine and Wolverine and Jean Grey and Xena.
A comic series like this would also be a great way to tell your own story, since it’s more focused on the characters than it is on a world.
It also will help to keep your creative juices flowing.
This kind of story could be the basis of a television series.
If you want a book that follows the development of your own characters, a good writer will need a background and experience in the art of writing.
You’ll also need a writer who has a background working with comic books and who knows about how comics work.
This includes the art and the writing that’s required to create an artful story.
If your story is just a few pages, you won’t need a very good writer.
But if your story involves more than that, you may need a more talented writer.
I like to call this a “graphic novel” writer.
A graphic novel writer has a lot of experience working with graphic novels and is capable of working in many different mediums. | https://buckshotpie.com/2021/06/18/how-to-write-a-book-about-your-favorite-cartoon-character/ |
Simulation as Storytelling/
I’ve been wracking my brain recently over the issue of storytelling in videogames; namely, that videogames aren’t narratives in the traditional sense and actually supersede narrative form through mediated interactivity and a temporal experience. As Patrick Crogan suggests in his article “Gametime: History, Narrative, and Temporality in Combat Flight Simulator 2," this mediated interactivity and temporal experience “can best be understood as a transformed narrative operation,” or a narrative that operates within the rules of a videogame to become something else entirely.[i] Though videogames have often sought to merge media and--particularly in its early history--looked to filmic design for inspiration, the last decade has seen some insight and new approaches to storytelling through the videogame medium. Many games have approached storytelling with what now has become typical and quite dated—a switch between interactive and noninteractive states, such as between active gameplay and cut-scenes or cinematics. This “temporal oscillation,” as Lev Manovich calls it in his book The Language of New Media, [ii] is the very indication of a separation between narrative and gameplay. The gameplay stops, control is taken from the player, and a narrative chunk ensues. When that narrative chunk ends, control is returned to the player, and gameplay resumes; in essence, the narrative chunk needn’t be there for gameplay to exist as it was. The narrative is delivered separately from gameplay, acting in a supplementary and secondary role. The supplementation of narrative in a videogame like this does not exist “as surplus,” but is exterior in its existence. It replaces the identity of the game itself to produce something new; the contexts the videogame’s story introduces are not irrelevant to the game itself. It does not exist separately as the game is experienced. Nonetheless, there is a very obvious split when it is delivered as temporal oscillation.
Looking at videogame storytelling in the same way that we might look at drama, film, or text is misleading as the medium itself is so different from those forms. Videogames are naturally interactive and, of course, are games based on play and their own set of rules. In order to experience a videogame one has to learn to operate within its rules and thereby master the functions that allow agency and control in the gameworld. This leads to a transformed narrative operation. We cannot approach videogames as narratives, but must see them as a new media and more than just a conglomeration of different devices. I completely agree with Manovich when he said that the literary and traditional narrative is “too restrictive” for new media,[iii] and with Crogan who suggests that videogames are a new form, a “mutated temporalization” in which story/narrative functions on the same plane as gameplay.
Developers have addressed the issue of narrative and temporal oscillation in several ways in an attempt to make stories more immersive and merged within the gameplay itself. A game like Electronic Arts’s Dead Space ignored Manovich’s temporal oscillation since the game doesn’t switch between interactive and noninteractive segments of gameplay. Control is always in the player’s hands as protagonist Isaac. All noninteractive elements are within the controllable—or diegetic—gamespace, such as Isaac’s heads up display (HUD) or as other characters onscreen. Though these particular elements may not be interacted with as they are (the HUD can be changed at will, completely ignoring the visualization of transmissions, but the transmission itself cannot be reconstituted—a player may not change the script, facial expressions, or camera angles in the transmissions) it is up to the player if they wish to stop and watch, continue on, or fool around in the environment as the transmissions commence.
When I first experienced this it absolutely blew me away. I had experienced other games that attempted to make all nondiegetic elements (like menus) diegetic, but I had never seen it done with such fluidity. In Dead Space, if a menu is opened, it hovers in front of Isaac like a floating virtual window, and the player may spin the third-person camera around to see the menu in reverse from in front of Isaac. This goes the same for every transmission Isaac receives from other characters. I was astounded, and the fact that control and point of view is never relinquished by the player in the manner of temporal oscillation was groundbreaking to me. The gameplay and narrative come together as one stream of temporality. This tactic allows players to completely inhabit the world during their session, maximizing immersion in the visual and cognitive sense.
Naughty Dog’s The Last of Us still uses temporal oscillation with cinematic switches to deliver important plot points, but a great deal of character development takes place while players are in control. Lots of discussion happens while players traverse the landscape, and even while sneaking up on enemies or fighting them in the open. The banter between Ellie, Joel, and other characters in these sequences feels natural and fills the otherwise empty space. Not only that, but it creates a continuum between cut-scenes and gameplay that was otherwise absent. The dangers of the world feel more “real” in the sense that the characters themselves feel more human, so players care more about them. I felt closer to the characters because of those light touches, and the experience as a story rather than just an algorithm to master made my actions feel significant. Cut-scenes feel less like a reward for completing a section of gameplay and more like a continuation of it.
My point with this academic interlude is that games have changed a great deal in just the last decade, and there are improving examples of games that merge storytelling and gameplay into a very cohesive, natural, and effective experience. This is the very strength of videogames as a medium; they provide experiences that we participate directly in, and therefore become a part of. We enter a simulation of a fictional space that we then inhabit. It is my hope that videogames continue evolving as a medium to provide more and more meaningful experiences. | https://www.drunkenmarmoset.com/videogamesandfilm/2017/3/4/simulation-as-storytelling |
[broken photo link hy to google drive file that I do not have access to]
Hello proud freshmen parents!
The purpose of this site is to allow you and your student a place to learn and explore in an interactive, fun and engaging way. I know as a parent myself that I often have questions about my child's progress that I would love an immediate answer to, but have no way to get them answered. This site is meant to do just that. On this Parent Portal you will find links to my Unit Review Guides as well as a snapshot of our weekly assignments so you can always know what your child's homework assignment is for each particular evening. Of course you can always email me at [email protected] if you have any questions that can not be answered here.
I hope you all find this useful, and thank you for your commitment to your child's education!
-Christopher Wyckoff
The name of this new course is Coming of Age in a Literate Community, and the focus of the course will be how young adults come to terms with the hardships and complexities of the world around them. The novels and most of the short stories that we will be reading throughout the year will focus on this theme from several cultural perspectives. On October 21st we started our 3rd Unit. Here is a snapshot of what our focuses will be for this Unit -
1. Rising Action (4/5 weeks)
In this unit we will focus on skills closely related to the Personal Narrative. The unit will include freewrites about how you over came the hardship from unit 2. (Note: Students will finish rough draft of Narrative over Thanksgiving, we will grade final draft over Christmas)
Essential Questions: How can learning about how others overcome their hardships in literature help us overcome our own personal hardships and help us increase our own self-confidence in the process?
Skills: Narrative writing skill focus, reinforce reading and vocab strategies, peer review
Grammar:
· Run-ons, comma splices, semi-colon usage
· Verb Tgyense (focus on the Perfect Tenses) Verb Tense agreement/consistency
· Punctuation: quotes, colon for long quotes, commas for quotes, indentations
Informational Texts: Confidence, peer pressure
Assessment: Personal Narrative (midterm), unit test
Texts: Sound of Waves, Karate Kid,
Here is what should be done by November 10th in your Fictional Narrative:
Negative Exploding moment: Something bad happens to your main character (protagonist) early in the story (someone dies, someone goes away, your character fails at something, some kind of disaster). Describe how it happened. What led up to it? Who was involved? Most importantly, what was the effect on your main character? What kind of negative trait did it cause? (low self-confidence, lack of trust, feeling of loss or grief, etc.). The negative trait should be the same as your personal narrative, but caused by a different event (keep it fictional).
Positive Exploding moment: Now you're skipping to the end of your story. Your protagonist finally gets over the negative trait. Explain how this happened. Who was involved? Is there a thematic character (like Mr. Miyagi) to help the protagonist? Many people receiving this email have a zero for this assignment. Check Powerschool.
First 5 pages: Now back to the beginning. The good new is, if you wrote about your negative exploding moment, you already have a start on this assignment. You need to add to this, show the reader something about each of your characters and describe the setting (time and place) of your story. Put some background information here that the reader will need in order to get to know your characters. Talk about how your protagonist meets other characters, including the antagonist (bad guy) if there is one. Then start writing about what happens after the negative exploding moment. How does your character react to this negative event? What does he/she do? Remember, your protagonist now has a negative trait that will give you ideas about what to write. For example, if your character was hurt by someone, she/he might not trust people. When someone tries to get close to your character, there could be rejection, accusations, insults, fights, misunderstandings, etc. (Think of Daniel's problems in Karate Kid). Many people receiving this email have not passed in this assignment, or need to work on it more.
Next 3 Pages Due December 8th - (Total of around 8 pages)
You’ve already introduced your characters, described the setting, and given your protagonist a negative trait*. Now it’s time to build the rising action.
*if you haven’t finished the first 5 pages, now is the time to ask for help. It’s not quite panic time, but it’s getting close. You still have time to write a solid narrative and get a decent grade.
(Thanks to Mr. G for writing this out!)
Feel free to ask your child questions about the Literary Terms, vocabulary or Grammar on this list as we will be covering them throughout the next 4 weeks. To get a better idea of our day to day schedule, please refer to the weekly schedule below.
During Holiday Break Everyone Must Finish Their Fictional Narrative!!!!!
This means 15 - 20 pages that is double spaced and in 12 font.
Every student should already have 11 drafted pages completed, so this shouldn't ruin the break!
Skill Focus: Expand LCEAF, Extended Metaphor, Symbolism, Importance of Revision in the Writing Process.
Coming of Age in America: Identity
The first Tuesday after break, students began a new unit on identity. This is a unit that I (Devon) have created for the purposes of my solo-teaching period. Students will begin to understand issues around identity by reading texts from Asian American, Hispanic American, and Native American authors while also considering how these issues apply to their own identities. We will be finishing this unit up in the next two weeks (probably by March 20th or maybe a little later).
Essential Questions:
Enduring Understandings:
Readings:
Homework:
Graded Assignments for this unit so far: | http://www.vuhs.org/academics/by-department/english/chris-wyckoff/parent-portal |
Credits. The background image is a screenshot from Ponyo (Japan, 2008). Whimsical and mysterious, this "fusion" of cosmos and the waterworld channels the legendary Japanese filmmaker Hayao Miyazaki. His naively-optimistic and unashamedly beautiful ‘worlds’ are explored in the interactive edition of Fictional Worlds.
This website features the books and articles on storytelling media, focusing on the COMPARATIVE AND ANTHROPOLOGICAL PERSPECTIVES. For more on the author, Lily Alexander, please see page BIO. This page, ABOUT, introduced the key ideas of the ongoing studies.
"Fictional World-Building as Ritual, Drama and Medium"
The four essays are best considered in the above order. They explore the (interactive) storytelling media through the symbolic codes of world mythologies and narrative genres. More FWB-related subjects and case studies are available in the Fictional Worlds volumes.
"Fictional World-Building as Ritual, Drama, and Medium" (Revisiting Imaginary Worlds, 2017), and "Genres" (The Routledge Companion to Imaginary Worlds, 2018).
The essays are posted with the Publisher's permission for a limited time (if you wish to read them, click on the titles to open). The posted papers represent the Publisher's effort in promoting the new interdisciplinary Routledge volumes on imaginary worlds.
See more topics and authors in the anthology on FWB theory and a collaborative companion volume: Revisiting Imaginary Worlds (2017) and the award-winning The Routledge Companion to Imaginary Worlds (2018). Ed. Mark J.P. Wolf, Routledge. (The 2018 book award in the category of '“the best scholarly books” from The Mythopoeic Society).
To bring this project to fruition, about 70 scholars with diverse opinions and from different countries have been working in sync for several years. The coauthors are raising awareness of this collaborative study and ongoing dialogue on their professional networks. The Publisher allows downloading any essay in a pdf format via the Kindle editions of these Routledge volumes, including through a (university) library.
FWB is an activity of creating imaginary worlds, which encompasses mythology, folklore, (classical and emerging) literature, film, television, videogames, and other forms of interactive storytelling, particularly, in the virtual reality environments. The posted here introductory essay, "Fictional World-Building as Ritual, Drama, and Medium," is part of an ongoing dialogue with the FWB community, particularly, Henry Jenkins, Mary-Laurie Ryan, Mark Wolf, et al, on the emerging theory of fictional world-building. This paper specifically addresses the key points of current debates.
Is FWB a radically new phenomenon? Or does it follow powerful cultural algorithms as an integral part of the human condition? If it is both old and new, what is a qualitative change in the FWB of our era? Should FWB be discussed in the contexts of narratology, media studies, anthropology, social studies, virtual reality, or all of the above? Can Worlds exist without Stories, and what is primal? Can we consider FWB a component of an emerging forms of higher consciousness? The essays "Mythology," "The Hero's Journey" and "Genres" further explore the effective ways the symbolic narratives could be experimented with in fictional world-building.
Please note that the new "The Hero's Journey" essay - full text - is also available online, as per the Publisher's agreement with the Amazon platform (Kindle location 678-985). It can be downloaded as part of the free sample with the essays of two other authors on the amazon page promoting The Routledge Companion to Imaginary Worlds.
The essay "The Hero's Journey" is a tribute to Joseph Campbell, also examining the poorly studied yet essential approaches, which add important angles to the paradigm articulated by Campbell. Particularly highlighted are the methods and ideas from anthropology, which preceded those of Campbell and developed outside of narratology, as well as the recent conceptions in narrative/media studies, which shaped up after Campbell had published his revised edition in the 1960s.
as well as the spectrum of the "journeys failed" because of the politics of the era, ideological positions of the authors, or the morally unfit, inadequate protagonist; who sometimes may refuse to Return from the Wonderworld, or does it consciously, in protest.
Take part in this discussion! Feel free to send comments and questions to the author via: contact (at) storytellingonscreen.com or use the contact form on this site.
Fictional Worlds (L.A. Alexander, 2013) explores the best practices of fictional world-building and the rules defining the theory and experiences of designing storyworlds. Intended to be accessible and useful to all inquiring minds, FW is a motivational and practical resource for creative artists and educators.
Since its publication, Fictional Worlds has been effectively used as a textbook for graduate and undergraduate students in many courses at New York University, City University of New York, and other schools. Beyond the English-speaking universities, academic colleagues have reported employing Fictional Worlds in the classrooms in Italy, China, Israel, Netherlands, and South Korea.
"Novel... enlightening... The degree of research is staggering, yet the information as written is so accessible... reads like a fascinating novel. This is a must own for students of film, teachers of film, and all students (and recipients) of culture studies. Highly recommended."
"It is beautiful and most ambitious work. FICTIONAL WORLDS is especially suitable for screenwriting students. The ideas on genre are very good as well. A formidable achievement."
"The scope of this book is enormous. It has a lot to say about theoretical issues concerning fiction and various fictional genres… especially films. Observations about video games make clear that they are hugely interesting philosophically."
"Groundbreaking... Compelling... A page turner. Wonderfully accessible! One of the most impressive recent books, [it] imaginatively takes on anthropology, cultural history from ancient Greece to the present and storytelling theory from a global perspective... Alexander also succeeds in providing helpful practical suggestions for developing and improving your own visual narratives."
"Richly detailed, generous-spirited and inspiring book... filled with many intriguing ideas... Profoundly useful... Alexander draws on a broad range of theorists—including Aristotle, V. Propp, Yuri Lotman, Claude Levi-Strauss, Victor Turner, Joseph Campbell, Walter Benjamin, and Mikhail Bakhtin—and theoretical approaches—semiotics, narrative and genre theory, anthropology, cultural and screen studies—to present a dynamic evolutionary approach to narrative from ancient rituals and myths to our present digital culture... She argues that across historical eras and cultures, narratives provide essential frameworks through which to think about our social realities and to construct symbolic versions of community as “modes of survival”. In a global digital age, storytelling offers a “new transcultural algebra” through which alternative conceptions of community may be elaborated and evaluated... In developing this striking thesis, Alexander draws on an astonishing range of authors (including Homer, Euripides, Shakespeare, Dostoevsky, Tolstoy, Joyce), directors (from Eisenstein, Vertov, Kurosawa, and Hitchcock to Lumet, Scorcese, Tarkovsky, Sokurov, and the Coen Brothers), individual films from world cinema and American television series."
"Alexander’s exploration sheds decisive light on the foundations, characteristics, and possibilities of fictional worlds... Aiming to underline the link between storytelling content and ritual structure and to show how the building of community constitutes the meta-theme of storytelling in general and film narrative in particular, L. A. Alexander explores the notion of symbolic community and provides a detailed account of narrative (film) genres in terms of three parameters – their origin in a basic ritual, the cultural need they address, and the cultural function they fulfill – as well as sets of rules for the successful creation of fictional worlds... Particularly interesting passages cover such topics as the “Munchausen Effect,” whereby protagonists pull themselves by their own bootstraps and overcome obstacles without any outside help (pp. 320–322); the “Reverse Pathos” technique, whereby protagonists go through one ordeal after another, thus arousing our compassion (pp. 326–327); the “Second Hero’s Journey,” which involves the midlife adventures of mature protagonists, their renewed search for knowledge, their reinitiation (pp. 125–127); or the murder mystery as “a tragedy in reverse” (p. 259), since the investigation starts after the tragedy has occurred."
Forthcoming book reviews of Fictional Worlds in academic journals will be posted under "Reviews." See more comments and reviews from scholars and readers.
Please link to the print, or Kindle editions (amazon).
Link to the illustrated-interactive edition (iTunes).
Scroll down to learn more about different versions and formats.
Explore Fictional Worlds in your classroom as a visual lecture series.
Find creative ideas that will empower your next story, book or screenplay.
Learn how to use FW as a primary textbook or one of your educational materials.
View or download a brochure or a flyer with TOC and details.
Read the author's interviews and scholarly discussions.
Download a free sample on the iTunes store.
A print edition is available on amazon US, Canada and Europe.
Digital editions are available on all amazon and Apple online stores worldwide.
Current formats: (1) one print volume, (2) the four-part Kindle set, and (3) the four-part illustrated and interactive transmedia iBook set, forthcoming. Book One is already available on the iTunes store.
An old-fashion print volume (2013), contains all four books under one cover. It has a comprehensive Index, which includes such items as narrative motifs (i.e. survival, betrayal), so a reader can trace how a selected theme has been approached in mythology and folklore, and by influential authors in world literature and cinema. (This can be also achieved by the "search" function in the digital editions). The One-Volume edition makes it easier to trace the transformations of key motifs through cultures and eras; however these analyses are elaborated upon in four digital parts. A print edition is also a reference book, to keep on one's shelf for possible future projects in creative writing or cultural critique. The readers are encouraged to highlight, write on the margins, and employ the book as an intellectual tool, as intended.
A print version of Fictional Worlds, enveloping all fours books/parts under one cover, is available on amazon.com, in Barnes and Noble, campus bookstores and other retailers.
A digital version (2014) as a set of 4 e-books on Kindle, is available on amazon.com. NB! The content of the FOUR ebooks is equivalent to ONE tome of the print edition. The advantage of this edition is that the book set can be read on the go, on any device, including phones, and the Kindle for mac. The Kindle, titled Fictional Worlds I: The Symbolic Journey & The Genre System, linked to the print edition by amazon.com, is only the FIRST book of the four-book set. The Kindle set also includes Fictional Worlds, volumes II, III and IV.
A new expanded, illustrated, and interactive edition of Volume One is available on the iBookstore, part of the iTune Store (2014). Titled Fictional Worlds I: The Symbolic Journey & The Genre System, it has 282 pages and 100+ visual-interactive features. This multi-touch edition can be viewed on iPads or Mac/Apple computers. It is designed to add new dimensions to the discussion, and provide effective educational experience through an entertaining, engaging and interactive dialogue.
The pages of this volume can be projected onscreen in class, and will support an instructor's lectures of one semester (perhaps using 2-3 sections per week). Fictional Worlds, Vol. One has enough materials to serve as an educator's comprehensive and reliable "support system," to sustain a lecture series, and to stimulate student discussions. Visual sources function as the (unexpected) "windows" and "doors" into the multitude of storyworlds, created by remarkable artists from many cultures. These detours serve to underline the complexity and diversity of the humankind's beloved fictional worlds, to examine them, and to deepen the understanding of the "storyworlds" laws."
Pull quotes "zoom in" on key ideas (also a source of test questions); the core concepts are highlighted and new terms can be immediately explained by accessing Glossary. The volume offers a spectrum of stories, and films for further screenings, and examinations – in class or in individual student research papers. The carefully comprised Bibliography offers a rich array of sources. Fictional Worlds, Volume One on iTunes has 25% of additional materials compare to previous editions, and will be followed soon by the expanded interactive versions of the other three volumes.
The page VIDEOLINKS of storytellingonscreen.com website offers a catalogue of links to the clips from relevant media sources, which are available online, for immediate use and screenings in the classroom (new links will be added).
This work is hoped to significantly enhance storytellers' expertise and skills, as well as empower instructors in the humanities/cultural studies and their students. The Fictional Worlds set aspires to be fruitful for scholars, encouraging discussions on such fundamental categories as narrative, genre, ritual, myth, and the biocultural foundations of the storytelling media.
For any reader it offers the exploration of brilliant stories – astonishing, enlightening and persuasive in their humanity – from around the world and from many eras. Fictional Worlds proposes an anthropological theory of genre and narrative, demonstrating how genres and core story types work to support our social organization, and implicitly testing our "best communication options."
Case studies and brief analyses of cultural discourse in four books, particularly in the Conclusion, narrow down the discussion to a set of twenty persistently recurrent story formulas, which keep reminding us how to survive and strive together. Unsurprisingly, these timeless formulas continue to generate new and newer stories, movies and videogames.
The Fictional Worlds set has grown out of the author's doctoral and postdoctoral research, public lectures, and the fifteen-year experience as an educator, including teaching screenwriting to filmmakers and writers. The texts of all four parts have been tried and tested on the savvy, no-nonsense audience of advanced undergraduate and graduate students in the arts and humanities programs. The designed manifold levels of complexity allow to use Fictional Worlds for a spectrum of learners, from the undergrads to doctoral students.
The new illustrated and interactive edition makes even complex issues easier for instructors to explain, and for the learners to grasp. See the page FOR EDUCATORS for more information.
As a textbook, the Fictional Worlds set could be used one book per course, or four books in any combinations, depending on the course topics and the instructor's interests, including literature and film, world cinema, narrative and genre, creative writing, media and society, and general humanities. The author welcomes feedback from all readers and the educators who have employed, or plan to use, Fictional Worlds in their work.
These are some of the key points from the four-part set. And for more – specifically on tragedy, mystery, crime fiction, film noir, comedy, as well as on narrative poetics, creative techniques, and thefuture of storytelling, read Books Three and Four.
Fictional Worlds offers information on global cultural traditions; its numerous examples and case studies explore the works by great masters of storytelling.
The book is designed to enhance the authors' abilities to tell stories with passion, humor, astonishment, and enlightening lessons. Beyond useful tip and techniques, Fictional Worlds shares infectious enthusiasm for storytelling and offers new methods for creative writing. It is hoped that Fictional Worlds becomes a useful resource that a writer pulls from the shelf many times (or opens as a digital book), while working on the new and newer creative projects.
Meant for all readers who love storytelling and are intrigued by its place in culture, FW is also written with a hope to engage scholars in a productive dialogue. Fictional Worlds has been classroom-tested over the course of fifteen years. While gradually introduced to the no-nonsense, fiercely independent minds in my undergraduate and graduate classes, the book content has been growing with the support of my students. The FW project has been immensely enriched by their boundless curiosity and endless questions.
FOR WRITERS page of this site offers more useful tips and information for screenwriters, artists, filmmakers and videogame designers.
FOR EDUCATORS page on this site introduces Fictional Worlds as an educational material.
LOOK INSIDE THIS BOOK page of this site offers the detailed Table of Contents of the four books/parts with all chapters, sections and case studies.
READERS ASK AUTHOR features interviews. In April 2014 Henry Jenkins was running a six-part interview series and a discussion of Fictional Worlds on his henryjenkins.org website (hosted by the University of Southern California). Feel free to send your comments and questions regarding these online dialogues between Lily Alexander and Henry Jenkins.
CHRONOS & TOPOS page provides access to a full text of the article on the time-space continua of fictional worlds, published in JNT (The Journal of Narrative Theory). This article examines the films and FWB techniques of Federico Fellini, Michelangelo Antonioni and Andrei Tarkovsky.
BIO page is "about the author."
FOR WRITERS focus on Lily Alexander's interaction with the creative writing community and offers numerous tips and techniques.
VIDEOLINKS is a page in progress, with the links to free resources on the web that provide video - clips or full movies - to the screen stories examined in Fictional Worlds. The links are intended to enhance readers' experience, and help instructors who choose to employ one or more volumes of Fictional Worlds as a textbook.
NEWS See more on new formats, book projects, and recent information, publication and talks.
Your feedback is important! Please leave your message in the Contact Form on this site. | http://storytellingonscreen.com/about-fictional-worlds/ |
Are you thinking of how to get started on writing a fictional novel? Are you inspired by an idea or a dream to do so? You started passionately trying to put your idea into words and then could not proceed further? It is not surprising to have a starting trouble while writing a novel, even the renowned authors have passed through the same state of confusion. Do not let the frustration get to your nerves, before you start writing, try to figure out the structure in which you will need to fill in the words for your narrative fictional work.
1#) Finish what you started
Start with a structure that is easy and will not discourage you from finishing up.Try to distinguish the plot from the story. Plot is the physical journey that the protagonist of the novel takes during the course of the writing while story describes his emotional journey. The plot contains what happens around your main character while the story will portray what changes takes place within the character on a sentimental level. This will not only give you clarity to your thought process, but also to everything you write thereafter.
2#) Series of Actions
A novel is a recurring series of actions and reactions of the protagonist. The frills added to the story are the dialogue with other characters, the weather and exquisite location sites. The plot basically describes the journey of the main character from the starting location to the end. This involves a series of struggles both physically and mentally that will help you weave a story line.
A clear balance between the plot and the story will set the pace of your fictional novel. When you begin framing your characters, keep the emotional terms in mind like how the character feels, how he thinks, what are his inner struggles and finally what is the emotional impact of the surrounding situations on the protagonist.
3#) Feelings and Expressions
Once you have typed out a rough draft, divide your novel into short pairs of scene and sequel format which will help in generating a balance in the story. If the main character of your novel is sad, you cannot literally write that. You need to show it through his actions in the story, like tears streaming down her cheeks. This will capture the reader’s attention and they may be touched by the story so much that they repeat the same action in reality.
The age old three act structure, traditionally designed for Greek drama is the success behind a lot of fictional novels and movies even till date. If you keep the writing simple and to the point; success will follow, eventually. Start with a clean slate and then devise the perfect plan to write.
4#) Characters with dimensions
To create interesting characters, give dimensions to them rather than turning them into a cliché. For example, in every chapter, try to tell the reader how high, wide and long your protagonist is, but do it differently each time.
You also need to define the point of view from which you will narrate your entire story whether it is first person, second person, and third person, omniscient, anachronistic, godlike or potent. After deciding on the point of view, you have to drive your protagonist with a motivation. Creating a simple piece of fictional work will save you a lot of time and several major revisions of the writing.
5#) Don’t be an Expert
Coming down to the emotional quotient, if the writer is not moved by his own story, no reader is going to cry after reading it. Always revise and keep revising what you have written, unless you do so, you cannot improve on what has been written previously. Value your own judgment and trust yourself completely. Only portray those facts in your fictional novel that you know about.
6#) The Final Summary
In short, avoid opening your book with a weather description unless you want your reader to leaf ahead to find the main characters. A fictional novel does not need a prologue or a foreword; just an introduction will suffice to begin the story. Always try to use the word ‘Said’ instead of other intrusive words like gasped, grumbled, cautioned or lied or any other complicated jargon which will stop the reader and make them run to a dictionary instead.
After following all of the above mentioned tips, read the story aloud to yourself because that is the only way you will understand or alternate the rhythm of your fictional novel. Focus completely on the reader’s attention, as the character of every reader is different like the characters that you have portrayed in your writing. | https://wowgold-it.com/tips-for-writing-a-fictional-novel/ |
Reading with Feeling: The Aesthetics of Appreciation by Susan L. Feagin, Fiction and the Emotions by Alex Neill, Feeling for the Fictitious by William Charlton, Genuine Rational Fictional Emotions by Tamar S. Gendler and Karson Kovakovich, Deeper than Reason: Emotion and Its Role in Literature, Music, and Art by Jenefer Robinson, Paradoxes of Emotion and Fiction by Robert J. Yanal, Emotion and Narrative Fiction: Interactive Influences Before, During, and after Reading by Raymond A. Mar, Keith Oatley, Maja Djikic and Justin Mullin, The Expression of Feeling in Imagination by Richard Moran, Making Sense of Entertainment: On the Interplay of Emotion and Cognition in Entertainment Experience by Anne Bartsch and Mary Beth Oliver and Understanding Emotions in Drama, a Step towards Interactive Narrative by Sandy Louchart, Ruth Aylett, Sibylle Enz and Joao Dias.
Empathy
Empathic Engagement with Narrative Fictions by Amy Coplan, How Does Fiction Reading Influence Empathy? An Experimental Investigation on the Role of Emotional Transportation by P. Matthijs Bal and Martijn Veltkamp, How Automatically Do Readers Infer Fictional Characters' Emotional States? by Morton A. Gernsbacher, Brenda M. Hallada and Rachel R. W. Robertson, Inferring Characters' Emotional States: Can Readers Infer Specific Emotions? by Pascal Gygax, Alan Garnham and Jane Oakhill and In Sympathy with Narrative Characters by Alessandro Giovannelli.
Interactive Narrative
Towards Socio-emotionally Rich Interactive Narratives by Jarmo Laaksolahti, The Creation of Emotion in Games: A Look at the Development of Player Emotional Responses in a Global Environment Using the Six 'Primal' Emotions by Michelle K. Menard, Learning to Influence Emotional Responses for Interactive Storytelling by David L. Roberts, Harikrishna Narayanan and Charles L. Isbell, Emotion-driven Interactive Storytelling by Huiwen Zhao and Emotional Response to Stories in Interactive Narrative by Iuliia Khrypko.
Digital Characters
Lessons from Emotion Psychology for the Design of Lifelike Characters by Jonathan Gratch and Stacy Marsella, Integrating Models of Personality and Emotions into Lifelike Characters by Elisabeth André, Martin Klesen, Patrick Gebhard, Steve Allen and Thomas Rist, Feeling and Thinking: The Influence of Affect on Social Cognition and Behavior by Joseph P. Forgas, Affective Computing with Primary and Secondary Emotions in a Virtual Human by Christian Becker-Asano and Ipke Wachsmuth, Simulation of the Dynamics of Nonplayer Characters' Emotions and Social Relations in Games by Magalie Ochs, Nicolas Sabouret and Vincent Corruble, Analyzing the Social Dynamics of Non-player Characters by Magnus Johansson, Björn Strååt, Henrik Warpefelt and Harko Verhagen, Simulating the Emotion Dynamics of a Multimodal Conversational Agent by Christian Becker, Stefan Kopp and Ipke Wachsmuth, Affective Dialogue Systems edited by Elisabeth André, Laila Dybkjær, Wolfgang Minker and Paul Heisterkamp, Affective Natural Language Generation by Fiorella de Rosis and Floriana Grasso, Interaction Strategies for an Affective Conversational Agent by Cameron Smith, Nigel Crook, Johan Boye, Daniel Charlton, Simon Dobnik, David Pizzi, Marc Cavazza, Stephen Pulman, Raul Santos de la Camara and Markku Turunen, Expressive Animated Agents for Affective Dialogue Systems by Jonas Beskow, Loredana Cerrato, Björn Granström, David House, Mikael Nordenberg, Magnus Nordstrand and Gunilla Svanfeldt, Achieving Empathic Engagement through Affective Interaction with Synthetic Characters by Lynne Hall, Sarah Woods, Ruth Aylett, Lynne Newall and Ana Paiva, Toward a Computational Model of Affective Responses to Stories for Augmenting Narrative Generation by Brian O’Neill, Affect Detection and an Automated Improvisational AI Actor in E-drama by Li Zhang, Marco Gillies, John A. Barnden, Robert J. Hendley, Mark G. Lee and Alan M. Wallington, The Effect of a Protagonist's Emotional Shift on Situation Model Construction by Hidetsugu Komeda and Takashi Kusumi, Unscripted Narrative for Affectively Driven Characters by Ruth Aylett, Sandy Louchart, Joao Dias, Ana Paiva, Marco Vala, Sarah Woods and Lynne Hall and Emotional Characters for Automatic Plot Creation by Mariët Theune, Sander Rensen, Rieks op den Akker, Dirk Heylen and Anton Nijholt. | http://www.phoster.com/interactive-narrative-and-affect/empathy/ |
Sometimes you come across a book about writing that contains exactly what you need, exactly when you need it. Here is a closer look at five excellent books that will deepen your understanding of the craft of fiction. From quick reads (the Hugo book) to weighty tomes (The Rhetoric of Fiction), they are worth dipping into again and again.
Francine Prose. Reading Like a Writer: A Guide for people who love books and for those who want to write them. This is one of the most useful books anyone who is interested in the nitty-gritty of writing could read. Chapters are organized by their topic, for example, “Gestures,” and Prose illustrates by showing how writers have used gesture not only to triangulate a conversation, but also to enrich the reader’s experience of character, to illuminate the people, place or situation, so that each gesture—fleeting or extended—is unique to the individual making it and has real meaning. This is a book you can dip into anywhere, at any time, and find something new and immediately relevant to your writing. Prose has a magical ability to show how close reading can light the way for writing.
Umberto Eco. Six Walks in the Fictional Woods. This publication of the 1993 Norton Lectures is a rich and satisfying read for the avid reader who has limited experience with literary criticism. Eco is an erudite guide to the feast of literature available in our time, and his appetite for exploration and conjecture is contagious. I particularly enjoyed his hilarious and touching diagrams that attempt to explain the relationships between empirical author, model author, narrator, fictional characters and reader, and his almost fanatical charting of the temporal vs. chapter sequence in Labrunie’s novel Sylvie.
Dorrit Cohn. Transparent Minds: Narrative Modes for Presenting Consciousness in Fiction. This academic text rewards persistence with its clarifying views on how novelists present characters’ thoughts and feelings to the reader. Cohn uses examples from Joyce, Woolf, Mann, Proust, Dostoevsky, Kafka and many others to illustrate her classification of narrative modes into typological distinctions, focusing her analysis on basic grammatical forms (especially tense and person). This text was invaluable in helping me understand how novelists play with narrative distance in conveying a character’s inner life, in both third person and first person contexts.
Wayne C. Booth. The Rhetoric of Fiction. This book is particularly illuminating regarding narrative voice, the spectrum of narrative modes, and the tools great authors have used to control narrative distance.
Richard Hugo. The Triggering Town: Lectures and essays on poetry and writing. This craft book is helpful in freeing the writer from an unproductive focus on what the piece is “about.” The title essay and the piece entitled “Assumptions” are particularly useful for the writer seeking advice on craft. | https://awritersroadmap.com/recommended-craft-books/ |
Narrative essays have proven to be one of the most exciting tasks for most of the students. Back in high school and college, narrative essays were my favorite assignments. However, I mostly got poor grades in narrative essay assignments. I never knew what I was doing wrong until one day my teacher told me I was not covering the storyline elements in my narrative essays.
Narrative essays are a great opportunity to hone one's storytelling skills, but If you have never written a narrative essay before or have been getting poor grades in the ones you have written, consider taking help from an essay writing service. This way you can get a professionally written narrative essay and even learn about narrative writing, without risking your grades.
If you are excited and worried at the same time about your narrative essay, but want to write it yourself, take a deep breath and read this blog till the end. I am going to highlight five elements of a storyline and show how you can cover them in your narrative essays.
An essay writer needs to cover five storyline elements to write a narrative essay worth an A grade: setting, character, plot, conflict, and theme. It might sound intimidating at first, but it is quite interesting and easy.
It is the chronological sequence of events happening in the story or narrative, wherein events are interconnected with one another through the principle of cause-and-effect.
It tells us about how, what, when, and where the events are happening. It enlightens the readers about the socio-temporal realities of the time.
Every story has a lead actor, the protagonist. Stories also have an antagonist and other supporting characters.
In classical stories, the protagonists face a conflict that they have to resolve. The conflict could be internal, such as emotional problems and struggle against vices. It could also be external, such as the struggle against an antagonist or outside forces like nature or fate, etc.
It is the moral of the story and what readers could learn from it.
Now that you know what the five storyline elements are, we can move on to learn how to integrate them into your narrative essays. However, if it seems too much, you can always hire an online essay writing service that offers ‘write my paper’ services.
While a narrative essay is informal and is written in the first person, they are still academic essays. Therefore, you need to make sure that your narrative essays abide by all the rules of academic essay writing. Just like other types of essays, narrative essays also have three structural elements: introduction, body, and conclusion.
This is the first paragraph of your narrative essay. Here you have to grab the attention of the reader and let them know about the fundamental idea of your essay. You will also introduce your story in this paragraph. You will describe the setting of the story and will introduce the principal character.
In the body paragraphs, you will write about the plot of the story and will narrate how characters play into the story. You will also keep describing the settings as the plot advances from one event to another. You will narrate how the protagonist faces conflict and how they resolve the conflict. You may also want to narrate what happens after resolving the conflict.
In the conclusion, you will restate the thesis statement and connect it to the lesson of the story. In the end, you can also give a call to action.
By learning how to cover storyline elements in a narrative essay, you will not only improve your grades but your storytelling skills as well. If you are still confused, consult a paper writing service now. | https://www.myperfectpaper.net/essay-examples/how-to-cover-storyline-elements-in-a-narrative-essay |
VBT & #Giveaway: Binary Logic by Tracy Ross
@Archaeolibrary, @GoddessFish,
#Horror, #ScienceFiction, #Fantasy,
Binary Logic is the perfect merge of content and form—exploring concepts of literary genre with revelatory narrative. It is a collection of tales touching on relational dysfunction, the conflicts inherent in addiction and fear, and the legacy of female future time lords. The stories all create a bridge between the reckoning imagination and the spirit of free will and self-made destiny. Binary Logic quietly asks the question, “Where is the mind of our species headed and what is the next quantum leap of human consciousness?”
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Trish McAlester had been on the road for days. She was headed down that freeway, somewhere between forgotten yesterdays and no tomorrows, somewhere between here and now and ignorance is bliss. The convertible was speeding evenly across the paved and repaved highway known as America’s Mother Road. She was heading from Chicago to Los Angeles and had a dead Elvis in her trunk. How it got there, was a faint memory now.
Somewhere between Chicago and St. Louis, it became a blur. She just knew now she felt a great weight lifted off her chest. She thinks there might have been an Elvis convention in downtown Chicago and an impersonator in the parking lot. The man had put his cigarette out on Trish’s car hood, and she thinks she might have shot him with her small .38 caliber.
Where do you find inspiration for your characters?
I read Dragons of Eden by Carl Sagan when I was very young. It really inspired me to take a scientific view of where we have been and where we have the potential of going. At one point, the book speaks about the information quotient of our DNA memory passed down from generations of being on this planet. It also refers to it as a human library of genetic data that we carry around with us everywhere we go, perhaps assisting us in our survival, choices, responses, and emotions.
For the longest story in Binary Logic entitled, “Lady's Code” I wrote a story under the basic assumption that the female mitochondria that is only indicative of our gender, could be a universal language that communicates something larger than just genetics. What if it is an encoded message of some kind?
This brought me into the realm of a really good science fiction story with a female main heroine by default who is the envoy of her species who is ultimately the matriarch of everyone—kind of like Lucy, the ancient Australopithecus they discovered decades ago. This mitochondrial energy would probably resemble a tensional force also that could alter space-time because it is like a photon, both a particle and a wave. This is why the female protagonist in “Lady's Code” is a time lord and ultimately has the ability to shift through the folds of time.
This idea of a female protagonist also brought me to the realization that all things must be binary down to its absolute value—either a positive or negative and could somehow work in the favor of the evolutionary intelligence of a species, such as human beings. So, to make a long story short, I have Carl Sagan, my own mother, and mitochondria to thank for the inspiration for my characters.
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Tracy Ross is the author of three poetry volumes and the fictional narrative Certainty of One—A Tale of Education Automation. Her latest work, Binary Logic is a short story collection which touches on many genres—surrealism, horror, magic realism, and science fiction. In Binary Logic she tries to not be tethered to one type of story but attempts to explore the metaphors and symbols behind the dualities of choice, free will, and decision.
Ross is a graduate of Augsburg University's MFA program and is a life-long student of the metaphysical behind language as well as consciousness studies. She has lived in Detroit, Chicago, and the Boundary Waters Canoe area in upper north Minnesota. As a youngster she progressed straight from Judy Blume books to Franz Kafka, making a giant leap into existentialism by the age of nine. She is also a student of film and popular culture, working on a new book of essays on life, liberty, and the pursuit of media. She currently lives and works in Minnesota. | https://archaeolibrarian.wixsite.com/website/post/binarylogicbytracyross |
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