work in private practice. Others work as teachers and researchers in universities, adding to the evidence base of the profession. The work is often directly with people, assessing their needs and providing therapy based on psychological theories and research. But as Glenda Wallace (a UK psychologist now working with Otago District health Board in Dunedin, New Zealand) explains, these people can be a great resource themselves: You are face to face with another human being who can bring you richness,
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workforce, especially in a Swedish working environment. The lack of this type of research in a Swedish context creates a possible research gap and leads to this study in investigating the organizations in Västerbotten and their view and management of cultural diversity. Thus the research question: How do Swedish organizations view and manage cultural diversity? In order to gain insights in to this question, previous research has been investigated and some main theories have been selected. Through this
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insights from recent historical institutional work on “critical junctures” and on “policy feedbacks,” the article proposes a way of thinking about institutional evolution and path dependency that provides an alternative to equilibrium and other approaches that separate the analysis of institutional stability from that of institutional change. INTRODUCTION Institutional analysis has a distinguished pedigree in comparative politics, and the “new” institutionalist literature of the past two decades
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Leadership in Action: Leading Effectively in Humanitarian Operations A CK N O W L E D G E M E N TS First and foremost, we would like to thank the individuals who allowed their leadership to be placed in the spotlight as one of our case-study examples of effective operational humanitarian leadership. Their generosity and openness in doing so and in answering our many questions are greatly appreciated. We also thank the many other interviewees who spoke to us frankly and shared their insights
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T3 ORGANIZATIONAL CULTURE, SOCIALIZATION AND MENTORING Organizational Culture: Shared values and beliefs that underlie a company’s identity. Values: - Guide the organization’s thinking and actions. - Dimensions: Prosocial, Market, Financial, Achievement, Artistic - They define: * What metters: where people will spend time and energy * Actions: the way companies operate (decision-making criteria) Layers of Organizational Culture: 1) ESPOUSED VALUES (Core values and guiding
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Chapter - 1 Concept of Quality and TQM Dr. Shyamal Gomes “Quality is not an art, it is a habit” - Aristotle Introduction: Till 300 years ago, people used the power of their own muscles, animals or the force of wind and flowing water to do all works. With the invention of the ‘steam engine’ they got a powerful method of running their machines. This provided a tremendous boost to Industry. Goods started getting produced in larger quantities using machines. This led to the beginning of the factory
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ork2012 - 2013 Catalog A Message from the President “Sullivan University is truly a unique and student success focused institution.” I have shared that statement with numerous groups and it simply summarizes my basic philosophy of what Sullivan is all about. When I say that Sullivan is “student success focused,” I feel as President that I owe a definition of this statement to all who are considering Sullivan University. First, Sullivan is unique among institutions of higher education with
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Running head: MANAGED DIVERSITY MANAGED DIVERSITY AND ITS IMPACT IN A MULTI-CULTURAL WORKFORCE WITHIN THE UNITED STATES A MASTER’S CAPSTONE RESEARCH PAPER Presented to Professor Robert B. Donaldson Division of Public Administration Problems in Applied Public Management In Partial Fulfillment of the Requirements for the Degree of Master of Public Administration College of Business and Public Administration Governors State University By Shari Denise Holloway Winter 2007
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Marie Ryan, and Neal Schmitt Michigan State University This research studied the effects of race and sex similarity on ratings in one-on-one highly structured college recruiting interviews (N 708 interviewers and 12,203 applicants for 7 different job families). A series of hierarchical linear models provided no evidence for similarity effects, although the commonly used D-score and analysis-of-variance– based interaction approaches conducted at the individual level of analysis yielded different
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OF BUSINESS University of Aarhus MASTER THESIS Challenges in Lean implementation Successful transformation towards Lean enterprise Ana Valentinova Kovacheva Supervisor: Ana Luiza Lara De Araújo MSc in Strategy, Organization and Leadership January 2010, Aarhus 2 Abstract The paper is based on a systematic literature review that examines how the implementation of Lean could bring value to the organization processes and contribute for achieving an operational excellence
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