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Auteur : Grafiati

Publié le 26 juillet 2024

Mis à jour le 27 juillet 2024

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1

United States. Dept. of Health and Human Services. Office of Inspector General, United States. Health Care Financing Administration et United States. Dept. of Health and Human Services, dir. What Medicare beneficiaries need to know about Health Maintenance Organizations (HMO) arrangements : Know your rights. [Washington, D.C.] : Dept. of Health and Human Services, 1996.

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2

1970-, Murphy Naomi, et McVey Des 1962-, dir. Treating personality disorder : Creating robust services for people with complex mental health needs. Hove, East Sussex : Routledge, 2010.

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3

Rausch, Erwin. Balancing needs of people and organizations : The linking elements concept. Cranford, N.J : Didactic Systems, 1985.

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4

Wade, Mary Dodson. People need plants ! Berkeley Heights, NJ : Enslower Elementary, 2009.

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5

Meadows, Graham. Pets need people. Auckland : Shortland Publications, 1991.

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6

Wade, Mary Dodson. People need plants ! Berkeley Heights, NJ : Enslower Elementary, 2009.

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7

Nash, Wanda. People need stillness. London : Darton, Longman and Todd, 1992.

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8

Arthur, Karshmer, Peňáz Petr, Zagler Wolfgang et SpringerLink (Online service), dir. Computers Helping People with Special Needs : 13th International Conference, ICCHP 2012, Linz, Austria, July 11-13, 2012, Proceedings, Part I. Berlin, Heidelberg : Springer Berlin Heidelberg, 2012.

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9

Office, Great Britain Welsh. Schools need governors. Cardiff : Welsh Office, 1992.

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10

vom Lehn, Dirk, Will Gibson et Natalia Ruiz-Junco. People, Technology, and Social Organization. London : Routledge, 2023. http://dx.doi.org/10.4324/9781003277750.

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11

Commission, New Zealand Law. Protections some disadvantaged people may need. Wellington, N.Z : Law Commission, 2002.

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12

Phillips, Wes. Why do I need other people ? Nashville, Tenn : LifeWay Press, 2003.

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13

Office, General Accounting. Medicare : Need to strengthen home health care payment controls and address unmet needs : report to the chairman, Special Committee on Aging, United States Senate. Washington, D.C : GAO, 1986.

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14

Richardson, Norman. People who need people : All kinds of people in all kinds of places. Belfast : The Churches' Peace Education Programme, 1995.

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15

Churches, Irish Council of, et Irish Commission for Justice and Peace., dir. People who need people : All kinds of people in all kinds of places. Belfast : The Churches' Peace Education Programme, 1995.

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16

Gill, John. Telephones : What features do disabled people need ? [London] : RNIB on behalf of PhoneAbility, 1999.

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17

Dolan, John. People with real lives don't need landscapes. Auckland, N.Z : Auckland University Press, 2003.

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18

Gray, Len. interRAI acute care (AC) assessment form and user's manual. 9^e éd. Ann Arbor : interRAI, 2010.

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19

Manuel, E. Arsenio. Manuvu' social organization. 2^e éd. Quezon City : University of the Philippines Press, 2000.

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20

Gast, Elaine. Community foundation handbook : What you need to know. Washington, DC : Council on Foundation, 2006.

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21

Gast, Elaine. Community foundation handbook : What you need to know. Washington, DC : Council on Foundation, 2005.

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22

Hafen, Brent Q. People need people : The importance of relationships to health and wellness. Evergreen, CO : Cordillera Press, 1987.

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23

Unleashing Leadership : Aligning What People Do Best With What Organizations Need Most. Career Press, 2005.

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24

Cooper, C., Martin Hird et Paul Sparrow. Do We Need HR ? : Repositioning People Management for Success. Palgrave Macmillan Limited, 2014.

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25

100 Things You Need to Know : Best People Practices for Managers & HR. Lominger Ltd., 2004.

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26

Kelly, Samuel, Paul Butler, Joshua Fleck, Koren Young et Amy Leskowski. Business Financial Intelligence : A Mindset and Skillset Few People Have and All Organizations Need. Scholars Gate Publishing, 2021.

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27

Kelly, Samuel, Paul Butler, Joshua Fleck, Koren Young et Amy Leskowski. Business Financial Intelligence : A Mindset and Skillset Few People Have and All Organizations Need. Scholars Gate Publishing, 2021.

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28

Kelly, Samuel, Paul Butler, Joshua Fleck, Koren Young et Amy Leskowski. Business Financial Intelligence : A Mindset and Skillset Few People Have and All Organizations Need. Scholars Gate Publishing, 2021.

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29

Kelly, Samuel, Paul Butler, Joshua Fleck, Koren Young et Amy Leskowski. Business Financial Intelligence : A Mindset and Skillset Few People Have and All Organizations Need. Scholars Gate Publishing, 2021.

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30

People and health care USA. Bloomington, Ind : Authorhouse, 2009.

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31

Ijzerman, Hans, et Lotje J. Hogerzeil. People as Penguins. Sous la direction de Martijn van Zomeren et John F. Dovidio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190247577.013.15.

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This chapter examines the importance of thermoregulation for the human need to belong and for social integration more generally. It considers fundamental patterns in how thermoregulation relates to social cognition, and how—as a result—more complex social integration affects our core body temperatures. This perspective implies that humans are, in one important way, just like penguins: they need warmth and a good huddle when they are cold in order to survive. Yet temperature affects humans’ social behavior in even more complex ways. The chapter discusses some basics mechanisms of thermoregulation and provides various examples of how social thermoregulation extends to modern human behavior. It also discusses the neural organization of thermoregulation, how temperature homeostasis is maintained even via inanimate objects, and speculates about the link between relationships and the development of self-regulation. It concludes with an analysis of the implications of understanding thermoregulation as human essence.

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32

Bhagat, Rabi S. Structuring the Global Organization. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190241490.003.0004.

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To implement their strategies on a global scale, global organizations must design appropriate structures that take into account the demands and complexities of their changing environments, such as the diversity of offerings/businesses as a function of the geographical region in which the firm operates. The strategic role of subsidiaries and how they integrate into the overall system have changed and should be considered in the design of the firm—especially the kind of flexibility needed in managing vertical and lateral flows of information as well as integration of various functions. This chapter discusses three different types of design: decentralized federation, coordinated federation, and centralized hub in terms of their significance in accomplishing flexibility, national responsiveness, and the need for global integration. One significant development is the use of global networks and international teams composed of technically competent people who are dispersed across spatial, temporal, cultural, and organizational boundaries.

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33

Covey, Sean, Shawn D. Moon et Sue Dathe-Douglass. Ultimate Competitive Advantage : Why Your People Make All the Difference and the 6 Practices You Need to Engage Them. BenBella Books, 2019.

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34

Moon, Shawn D., Sue Dathe-Douglass et Sean Covey. Ultimate Competitive Advantage : Why Your People Make All the Difference and the 6 Practices You Need to Engage Them. BenBella Books, 2015.

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35

Moon, Shawn D. The ultimate competitive advantage : Why your people make all the difference and the 6 practices you need to engage them. 2015.

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36

Beyes, Timon, Robin Holt et Claus Pias, dir. The Oxford Handbook of Media, Technology, and Organization Studies. Oxford University Press, 2019. http://dx.doi.org/10.1093/oxfordhb/9780198809913.001.0001.

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Humans are woven with technology; since their inception in myth, tools – things ready to hand for use – have been what defines us. Understood prosthetically, they are extensions of our physiological and sensory apparatus. Our most basic relationship with the world is thus a technological one. Rather than simply an array of instrumental equipment that enables the creation of end products, technology sets our skills, our understanding, and our action in relation to each other through the sense of productivity, and it is here that technology and organization are intertwined. This handbook will explore the largely unchartered territory of media, technology, and organization studies, and interrogate their foundational relations, their forms, and their consequences. The arrival of digital media technologies - the organizational powers that move people, data, and things – and their subsequent influence on the styles and forms of organizing highlights the need to survey the very technological materials and objects that enable and shape organization, and those that are enabled and shaped by organizational processes in return. To do so, each chapter focuses on a specific mediating, technological object, such as the Clock, High Heels, the Pen or the Smartphone, asking the question: How does this object or process organize? Rather than being a chapter ‘on’ an object in isolation, the chapters consider how we might think about their resonance in the way we have, and continue to, create organizational form.

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37

Murphy, Naomi, et Des McVey. Treating Personality Disorder : Creating Robust Services for People with Complex Mental Health Needs. Taylor & Francis Group, 2010.

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38

Murphy, Naomi, et Des McVey. Treating Personality Disorder : Creating Robust Services for People with Complex Mental Health Needs. Taylor & Francis Group, 2010.

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39

Aye, Nila, et Benjamin Zephaniah. People Need People. Hachette Children's Group, 2023.

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40

People Need People. Holt Rinehart, 1986.

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41

Aye, Nila, et Benjamin Zephaniah. People Need People. Hachette Children's Group, 2022.

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42

People Need People. The Audit Commission, 1999.

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43

Sims, Ronald R. Organizational Success through Effective Human Resources Management. Greenwood Publishing Group, Inc., 2002. http://dx.doi.org/10.5040/9798400693953.

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Not only are performance and human resources management (HRM) bound tightly together, but Sims even goes so far as to say that the way people are managed in coming decades will be the most important determinant of organizational success. He shows how success is determined by a firm's skill in attracting, developing, and retaining its human capital; how a firm's people are what give it a measurable advantage over the competition; and how an organization's commitment to developing its people's abilities and skills is an obligation at all levels. Sims focuses on practical, real-world human resources problems and activities emphasize the need for managers to prove themselves excellent people managers as well, and covers the traditional HRM tasks and responsibilities in ways that will give them new meaning and urgency. By focusing on current challenges, emerging issues, and HRM innovations now on the horizon, Sims' book is essential for managers and executives throughout the organization, and indeed throughout all sectors of the economy. Sims provides a firsthand understanding of the importance of HRM and lays out the tools to help managers do it well. He emphasizes repeatedly how important it is for organizations to understand that their success depends on their ability to attract and keep talented employees. With its persuasive discussion of the trends and emerging issues in the development of proactive human resources policies and practices, the book shows how to anticipate and work towards the development and retention of the right people. It emphasizes the importance of taking a strategic approach to all of the various human resources activities, and proves throughout that for an organization to prosper and earn a profit, goals must be set and initiatives taken in all areas of HRM and by all people, whatever their levels of responsibility may be.

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44

Elias, Maurice Jesse, Reuven Bar-On et Maree, dir. Educating People to Be Emotionally Intelligent. Praeger, 2007. http://dx.doi.org/10.5040/9798400643897.

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Daniel Goleman, the literary catalyst for worldwide interest in emotional intelligence, sets the stage for this groundbreaking book in his foreword explaining its landmark importance. People can be educated to be more emotionally intelligent, and this particular type of education takes place through a specific type of parenting at home, formal education at school, and training and coaching at work. As a result of this education, extensively described in this comprehensive book, people's lives can be improved; they can become more effective, productive and content in what they do. Some of the best known researchers, professors and practitioners worldwide team up in this work to recognize and reflect the rapidly growing global interest in scientifically-based applications of emotional intelligence in education, to show readers the diverse applications of EI, and to guide them in applying what is known about this topic. The breadth of coverage, array of experts, international scope and clear, practical tone of this book will appeal to parents, educators, psychologists, counselors, trainers, and corporate coaches, mental health and human resource practitioners and healthcare providers. Parents and educators need to perform their caregiving roles and teach with emotional intelligence if children are to develop the skills and discernment needed to cope with the complexities of an increasingly globalized world. Workplaces that apply emotional intelligence are more pleasant places in which to work, provide a more fulfilling experience for employees and are, in the end, more productive organizations. Emotional intelligence can be developed by most individuals to increase performance in many areas of life. And a growing body of evidence indicates EI skills may improve physical health, as well as mental health. This book will become a benchmark for future researchers and practitioners.

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45

Murphy, Kevin R. Discrimination in Employment Settings. Sous la direction de Adrienne J. Colella et Eden B. King. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199363643.013.17.

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Discrimination involves treating people differently in the workplace because of some characteristic that is either relevant to their role in organizations (e.g., promoting someone because he or she possesses required knowledge and skill) or irrelevant (e.g., gender, attractiveness). Discrimination based on characteristics that are not relevant to roles in organization is potentially unfair and illegal. This chapter explores a number of potential explanations for unfair discrimination in organizations and highlights the way the need to make decisions under uncertainty increases the likelihood of discrimination. It also explores differences in the perspectives of organizational decision-makers and job applicants and incumbents. It further discusses studies and models of discrimination that suggest the operation of a mix of legitimate and illegitimate causes for workplace discrimination.

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46

People Need Stillness. Darton Longman and Todd, 1997.

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47

Murphy, Naomi, et Des McVey. Treating Personality Disorder : Creating Robust Services for People with Complex Mental Health Needs. Taylor & Francis Group, 2010.

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48

Murphy, Naomi, et Des McVey. Treating Personality Disorder : Creating Robust Services for People with Complex Mental Health Needs. Taylor & Francis Group, 2010.

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49

Murphy, Naomi, et Des McVey. Treating Personality Disorder : Creating Robust Services for People with Complex Mental Health Needs. Taylor & Francis Group, 2010.

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50

Murphy, Naomi, et Des McVey. Treating Personality Disorder : Creating Robust Services for People with Complex Mental Health Needs. Taylor & Francis Group, 2010.

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