Gotowe bibliografie tematyczne / People in Need (Organization)

Gotowa bibliografia na temat „People in Need (Organization)”

Autor: Grafiati

Data publikacji: 26 lipca 2024

Data aktualizacji: 27 lipca 2024

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Artykuły w czasopismach na temat "People in Need (Organization)"

Yaniieva, Daria. "Application of tools for effective development of organizational culture in the digital economy". Ukrainian Journal of Applied Economics and Technology 8, nr 2 (20.03.2023): 160–64. http://dx.doi.org/10.36887/2415-8453-2023-2-23.

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The emergence of the Internet, the generation of millennials, and the publicity of everyday life in social networks have played a role in changes in organizational culture. The world became a single information space, and business followed the same path. Organizational culture has now become one of the critical pillars of the transformation program of most companies. This is because many organizations have realized that to reach the next level of growth, beyond simply focusing on results, they need to develop influential and courageous leaders supported by a culture that aligns with strategic goals. Organizational culture is an integrated complex of worldview axioms, values, and signs shared by most of the organization's employees, interconnected and hierarchically structured. Each organization identifies itself in the external environment and understands itself and all the events only in the form of ideas of the people who make up this organization. Organizational culture determines practically the entire life of the organization: what motivates people to work, opportunities for corporate development, how the organization is perceived in the external environment, and much more. That is, organizational culture is one of the key factors influencing the effectiveness of the organization's functioning and development. Managing the company's corporate culture is especially relevant in today's unstable, dynamic conditions. Often, organizations must solve problems and tasks related to adaptation to the environment, in fact - the problem of survival, and in this connection, there is a need to mobilize all the resources available in the organization, naturally primarily human. It is only possible to do this with a properly built organizational culture that would meet the organization's and the market's needs. Conversely, a corporate culture that does not correspond to the organization's goals and processes can seriously hinder its development. Organizations must define digital priorities, transform organizational culture using information and communication technologies, and improve the personnel management system. Keywords: tools, technologies, culture, organization, employees.

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Reed, Mike, i Gibson Burrell. "Theory and Organization Studies: The Need for Contestation". Organization Studies 40, nr 1 (29.03.2018): 39–54. http://dx.doi.org/10.1177/0170840617745923.

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In this piece of provocation we focus on the words of people who we view as increasingly powerful institutional actors in the field of organization theory and what they signify about ‘what needs to be done’ and ‘how it needs to be done’ in order to rectify the many failings they identify. We suggest that their actions reflect a desire for an integrated, general theory of organizations and the conception of organization studies as a nomothetic science to which they (and perforce we) are philosophically and ideologically committed. These are seen to be intellectual and ideological forces at work on both sides of the Atlantic. We provide a critique of this emerging orthodoxy within contemporary organization theory, briefly drawing on Swift’s metaphor of Lilliputian ‘big enders’ and ‘little enders’ but also offer contemplation of the architectural metaphors of ‘cathedral’, ‘mystery house’ and ‘the tower of Babel’ (conceived of as ruination) to consider the alternative imaginary edifices that may influence the structure of our studies. Finally, we specify an alternative research agenda for organization theory which focuses upon ‘the organization of destruction’ rather than ‘the organization of production’ or ‘the organization of consumption’. Rather than seeing any contestation of intellectual traditions, analytical frameworks and methodological strategies as mental manacles and shackles which we need to ‘throw off’ to rediscover our true vocation as organization scientists, we contend that organization theory needs to reignite a fierce dialogue over ‘organization’ and its relation to order and disorder that has stretched over, at least, two millennia and still speaks to our lives today and tomorrow.

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S., Uma Maheswari, i Jaya .S. "A Study on Quality of Work life at Pix Rock VFX Pvt., Ltd., Chennai". International Journal of Innovative Research in Information Security 09, nr 04 (31.07.2023): 286–90. http://dx.doi.org/10.26562/ijiris.2023.v0904.10.

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Quality of work life (QWL) is viewed as an alternative to the controlled approach of managing people. The QWL approach considers people as an ‘asset’ to the organization rather than as ‘costs’. It believes that people perform better when they are allowed to participate in managing their work and make decisions. This approach motivates people by satisfying not only their economic needs but also their social and psychological ones. To satisfy the new generation work force organizations need to concentrate on job designs and organization of work; further today’s work force is realizing the importance of relationships and is trying to strike a balance between career and personal lives.

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Dr, K. Jaya priya, i Sabari E. "A Study on Process Management in Supply chain Industry Jailakshmi Group of Company Auto works & Agencies Pvt Ltd., Salem". International Journal of Innovative Research in Information Security 09, nr 04 (31.07.2023): 387–91. http://dx.doi.org/10.26562/ijiris.2023.v0904.30.

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Quality of work life (QWL) is viewed as an alternative to the controlled approach of managing people. The QWL approach considers people as an ‘asset’ to the organization rather than as ‘costs’. It believes that people perform better when they are allowed to participate in managing their work and make decisions. This approach motivates people by satisfying not only their economic needs but also their social and psychological ones. To satisfy the new generation workforce organizations need to concentrate on job designs and organization of work; further today’s work force is realizing the importance of relationships and is trying to strike a balance between career and personal lives.

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Prevodnik, Mojca, i Roberto Biloslavo. "Managers and Leaders in Organizations of a Post-transition Economy". Organizacija 42, nr 3 (1.05.2009): 87–94. http://dx.doi.org/10.2478/v10051-009-0006-1.

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Managers and Leaders in Organizations of a Post-transition EconomyManagers and leaders are different figures within an organization but are also alike. During different stages of the organizational life cycle we sometimes need more manager-oriented people and at other times more leader-oriented people. However most of the time we need them both in order to achieve a balance within the organization. Slovenia is a post-transition economy, facing new challenges and opportunities therefore the need for leader-oriented people is expected to be huge. Nevertheless our research showed that in Slovenian profit and non-profit organizations, upper management positions have been occupied by manager-oriented people but at the same time a balance exists between the two roles. We also found out that managers and leaders perceive the success of their organisations in quite a similar way. An adapted Hickman's questionnaire together with a content analysis of subordinates' comments about how they perceive their organization was used to ascertain the differences between them and their superiors. By knowing how employees perceive their managers and how the latter perceive themselves and their organizations we can develop better approaches to management development in post-transition economies.

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Bhatt, Gulshan, i S. Rajalakshmi. "DEVELOPMENT NEED ASSESSMENT AND EVOLVING PLAN FOR BOGALUR BLOCK, RAMANATHPURAM DISTRICT, TAMIL NADU". International Journal of Advanced Research 9, nr 03 (31.03.2021): 35–46. http://dx.doi.org/10.21474/ijar01/12551.

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This study has done to find the minimum needs to the people of Bogalur block, Ramanathpuram district of Tamil Nadu. Needs assessment is a process for determining an organizations needs. It usually consists of three main parts:Initiation, Data Collection & Analysis and Final Production.A needs assessment can be implemented within the organization and within the community to categorize an arising need. Any training needs assessment depends on the condition& situation of the place to implement. This research helps to understand the problem faced by the people and what kind of need they have. The methodology used for this study iscollection of secondary data, collection of primary data through PRAs and personal interview. And After identifying the need of poor community people, a plan has been developed for the block along with community participation.

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NOORI, Nazir Ahmad, i Cihan TINAZTEPE. "AN EXPLORATORY RESEARCH ON HOLACRACY: A NEW GOVERNANCE PROCESS FOR THE ORGANIZATIONS". IEDSR Association 7, nr 17 (20.01.2022): 101–19. http://dx.doi.org/10.46872/pj.461.

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In this study, holacracy has been evaluated as one of the self-management methods for organizations. Holacracy is a new management method in which job autonomy, power distribution among employees and the participation of all members of the organization in the decision-making process, are among its distinctive features compared with other management methods. In today's rapidly changing business world, organizations need a way of managing to maintain their place in the marketplace and, in some cases, to advance it and people in the organization can use their talents in their works and do not face any restrictions from the organization. According to the creator of holacracy and people who have actually worked in a holacratic environment, holacracy is such a method. They believe that holacracy is a good option for solving most of the organizational challenges. By using holacarcy, the flexibility of organizations increases and they can easily adapt themselves to the business environment and conditions. The space is open for people and everyone can choose a role in the organization according to their ability and capacity and then proceed to do it. Another point of contention in the holacracy is its opposition to the hierarchical method. In a hierarchy in which people have job restrictions, decisions are made by a specific group that often does not meet the needs of the organization, long and fruitless meetings are held in it and a very centralized system governs the organization.

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S, Anandakumar. "Need to Know the Tribes of Tamil Nadu". International Research Journal of Tamil 4, SPL 2 (28.02.2022): 329–32. http://dx.doi.org/10.34256/irjt22s251.

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Tribes are those who have seen the evolving changes from the ancient ways of life and have regulated their lives. Their social organization culture and culture is found according to the context in which they live. The so-called tribes are variously called in Tamil. Politicians refer to them as savages, literati, hill people, rain people, Tolkudi, Mudukudi, Adigudi, Purvagudi, and Gandhians refer to Gandhi as Kirijan. The tribe is an educated social group. These are people who can consistently live in a common place. Speakers of the common dialect are those who have a common one-sided social morality. Followers of common ancestral beliefs panchayat systems and religious belief systems. The Fifth Principle of Sangam Literature shows that it was the hill people who formed the way of life and culture of the ancient Tamil community according to their landscape. Thus, the majority of the indigenous people are indigenous peoples with traditional cultural identities.

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Trajković, Svetlana. "INTELLECTUAL CAPITAL AS STRATEGIC PERFORMANCE OF THE ORGANIZATION". Knowledge International Journal 28, nr 5 (10.12.2018): 1545–51. http://dx.doi.org/10.35120/kij28051545s.

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The ability to manage knowledge becomes an increasingly important strategic activity in today's so-called. knowledge economy. To prioritize the preservation and improvement of intellectual capital, creating and disseminating knowledge within a modern organization, is becoming an increasingly decisive factor in achieving and maintaining its competitive advantage. The only viable advantage of a modern organization comes from what the company knows and how effectively is used what it knows and how quickly it acquires and uses new knowledge. There is a positive relationship between the intellectual capital and the performance of an organization. Intellectual capital is in correlation with the organization's future performance, and the growth rate of intellectual capital is in a positive relationship with the organization's performance, while the contribution of intellectual capital to improving the organization's performance varies, and is the result of strategic management of the organization itself. In this context, only the learning organization, which is constantly looking for new, innovated and / or enhanced knowledge in the field of activity, has the conditions, chances and opportunities to move forward in the real world. In the modern world, the world of a knowledge-based economy, a competitive advantage that is sustainable on the narrow paths, can only be achieved if the organization takes a lasting commitment to learn, invest in people and their intellectual potential, to support the need of people to continuously explore, learn and accept new, more complete and applicable knowledge. Regarding this, investing in the intellectual capital in the short term may be a significant cost to the organization, but in the long run, any investment in the development of intellectual capital - new knowledge - both scientific, general theoretical, and practically applicable will have a multiplier positive effect on the future business of the organization. The experience of organizations from the world of work has unambiguously confirmed this. Namely, companies that base their business on exactly human cognitive and scientific potentials have the advantage, that is, the world's leading companies are in terms of profit. First of all, these are companies in the field of low-tech technologies, and they are not quite necessary because they are notorious. But, from the experience of such organizations, they can and / or have to learn all the organizations they intend to succeed in a modern, very turbulent business environment. This is especially important for those organizations that intend to be leaders in an area or branch of business. Today, leadership is not realized solely on the basis of the number of pieces produced by a product or on the basis of the number of transactions with the environment, on the contrary, the leader is the organization of work that is imposed as an organization where the intellectual, and parallel with it, also the human capital prevails. Because, it is known, also in practice, that only when people feel in a certain organization friendly, only then do they give their maximum contribution. Only in conditions of complete freedom, some seemingly lucid ideas become "full of hits" in realizing and meeting the needs of the market and people who market it.

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Gonçalves, Sónia P., Joana Vieira dos Santos, Isabel S. Silva, Ana Veloso, Catarina Brandão i Rita Moura. "COVID-19 and People Management: The View of Human Resource Managers". Administrative Sciences 11, nr 3 (9.07.2021): 69. http://dx.doi.org/10.3390/admsci11030069.

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COVID-19 has brought an unexpected need for change within organizations, particularly regarding human resource management. The nature of this global crisis has meant that these processes remain under-systematized. The aim of this study, which uses an exploratory design and mixed-methods analysis, is to contribute to describing the changes in human resource management practices and processes that resulted from this pandemic and to present the outlook of human resource managers for the future. One hundred and thirty-six Portuguese companies participated in the study, with the answers provided by their human resource managers. Results show that the main changes have occurred in the processes of work and safety, training, work organization, recruitment and selection, induction and onboarding, and communication. The profiles that emerged showed an association between the level of change and size of the organization. There was an increase in the use of teleworking and layoffs, and a positive assessment of the organizations’ level of preparation and adaptation to this crisis. Human resource managers reported that the most evident changes in the future will be associated with the use of technology, teleworking, and work organization. These findings are of the upmost importance, as human resource managers are essential pillars in the adjustment of the organizations to this pandemic situation.

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Rozprawy doktorskie na temat "People in Need (Organization)"

Hite, Brian C. "Positive Psychological Capital, Need Satisfaction, Performance, and Well-Being in Actors and Stunt People". Thesis, Walden University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3729361.

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Positive psychological capital (PsyCap), a second-order construct formed from optimism, hope, resilience, and self-efficacy, has predicted the performance and psychological well-being of a variety of full-time workers, and mediators of the relationships between PsyCap and performance and psychological well-being have rarely been examined. Using self-determination theory, broaden-and-build theory, and the conceptual framework of positive psychology, this study was an exploration of (a) the relationships among PsyCap, (b) basic psychological need satisfaction (i.e., autonomy, competence, relatedness), and (c) psychological well-being and performance using a sample of 103 working actors and stunt people. A serial mediation model was proposed whereby PsyCap predicted performance through need satisfaction and psychological well-being. Statistically significant bivariate correlations were found among PsyCap, autonomy, competence, relatedness, psychological well-being, and performance. Multiple regression analyses yielded indirect effects tested for statistical significance using bias-corrected bootstrapping. Results showed a total indirect effect of PsyCap on psychological well-being through need satisfaction and a specific indirect effect of PsyCap on psychological well-being through relatedness. Results showed no total indirect effect for PsyCap on performance through need satisfaction but did show a specific indirect effect of PsyCap on performance through relatedness. No statistically significant indirect effects of autonomy, competence, and relatedness on performance through psychological well-being were found. Theoretical and practical implications for future researchers, independent workers, and organizations supporting independent workers are discussed.

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Hite, Brian. "Positive Psychological Capital, Need Satisfaction, Performance, and Well-Being in Actors and Stunt People". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1539.

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Jaszcar, Allen Dillard. "The social health maintenance organization (S/HMO): can it service the needs of Riverside county's elderly?" CSUSB ScholarWorks, 1994. https://scholarworks.lib.csusb.edu/etd-project/905.

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Hofmann, Gregory Thomas. "Near-elderly single-person households in core housing need : linking housing support to the severity of housing need". Thesis, University of British Columbia, 1987. http://hdl.handle.net/2429/42005.

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Canada Mortgage and Housing Corporation (CMHC), the federal agency responsible for addressing the housing needs of low and moderate-income Canadians, considers those who are unable to secure physically adequate and uncrowded accommodation without spending more than 30% of their gross income to be in core housing need. This thesis analyzes single-person renter households determined to be in core housing need. Whereas the elderly (65 years and older) among core housing need singles are relatively well supported through CMHC's social housing programs, non-elderly core need singles generally do not receive support. Using an analytical framework that focusses on the severity of housing need, and by comparing the socio-economic profiles of selected age groups within this core housing need category, the study has demonstrated the existence of severe housing need, as defined by CMHC, among non-elderly core need singles and has established that the near-elderly (aged 50-64) are in the greatest need among all core need singles and are, therefore, in greater need compared to the elderly. In view of a data base upon which the allocation of assistance to at least those in the greatest need among non-elderly core need singles can be justified, it is argued that CMHC as well as other government agencies and housing support groups must acknowledge such evidence, consider a re-evaluation of priorities and take appropriate action to the extent possible in light of current fiscal restraint . Several suggestions are put forward to this end.
Applied Science, Faculty of
Community and Regional Planning (SCARP), School of
Graduate

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Gossom, Joyce Gillie. "School organization culture, basic need satisfaction, and beginning teacher retention". [Pensacola, Fla.] : University of West Florida, 2004. http://purl.fcla.edu/fcla/etd/WFE0000033.

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Tarnoff, David. "Episode 7.01 – The Need for Bitwise Operations". Digital Commons @ East Tennessee State University, 2020. https://dc.etsu.edu/computer-organization-design-oer/51.

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Obiero, Lawrence O. "Workplace diversity challenges and options for organizations to meet diversity needs of women and people of color /". Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1997. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1997.
Source: Masters Abstracts International, Volume: 45-06, page: 2954. Abstract precedes thesis as preliminary leaves [ii-iv]. Typescript. Includes bibliographical references (leaves 78-82).

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Oldale, Kate. "Young people and positive activities : the need for a local perspective". Thesis, University of Birmingham, 2009. http://etheses.bham.ac.uk//id/eprint/533/.

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Recent policy and literature have advocated the importance of access to positive activities for young people as part of the strategy to lessen social disadvantage. This research aimed to explore how ‘typical’ young people in an urban locality make the decision to engage in activities and whether relative social disadvantage has the same affect in this area as that suggested in the literature. A case study approach was used, involving individual interviews with 6 year 7 pupils and 3 service providers linked to a sports college. A further focus group interview helped clarify interpretation. Thematic analysis was used to identify themes and patterns in the data. Generalisations about the pattern of engagement in positive activities for disadvantaged young people were found not to apply to this case study, challenging the media tendency towards negative stereotyping of young people in the area. The need for local solutions to local issues was emphasised as a key issue.

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Roslinski, John J. "A peak Aboriginal organization, the need to integrate self-government within Canada". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ64925.pdf.

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Hicks, David C. "The need for inducing commitment among single adults". Theological Research Exchange Network (TREN), 1986. http://www.tren.com.

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Książki na temat "People in Need (Organization)"

United States. Dept. of Health and Human Services. Office of Inspector General, United States. Health Care Financing Administration i United States. Dept. of Health and Human Services, red. 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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1970-, Murphy Naomi, i McVey Des 1962-, red. Treating personality disorder: Creating robust services for people with complex mental health needs. Hove, East Sussex: Routledge, 2010.

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

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

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

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

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

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Arthur, Karshmer, Peňáz Petr, Zagler Wolfgang i SpringerLink (Online service), red. 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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Office, Great Britain Welsh. Schools need governors. Cardiff: Welsh Office, 1992.

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

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Części książek na temat "People in Need (Organization)"

Putra, Habibi Mardika, Yeni Absah i Sugih Arto Pujangkoro. "The Influence of Competence, Organizational Commitment, Training & Development on Employee Performance in Pondok Pesantren Modern Al Hasyimiyah Tebing Tinggi". W Proceedings of the 19th International Symposium on Management (INSYMA 2022), 607–17. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_77.

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AbstractHuman resource management views every employee in an organization as the most valuable asset. Every employee who works in an institution or company should improve skills and maintain organizational commitments to improve superior competitiveness. Measurements of employee performance need to be done in order to know the performance achievement results. This research phenomenon sees that employee performance can be improved by applying competence, education, continuous training, and organization. This research aims to test the performance factors of employees who are influenced by competence, education, training, and organizational commitment. Using purposive sampling techniques, the study was conducted on 65 people consisting of 45 teachers and 20 staff. The study results show that competence increase employee performance in “Pondok Pesantren (Islamic Boarding School) Modern Al-Hasyimiyah Tebing Tinggi”. Organizational commitment encourage employee performance in “Pondok Pesantren Modern Al-Hasyimiyah Tebing Tinggi”. Training & Development has positive impact on employee performance in “Pondok Pesantren Modern Al-Hasyimiyah Tebing Tinggi”. Competence, organizational commitment, training, and development increase employee performance in “Pondok Pesantren Modern Al-Hasyimiyah Tebing Tinggi”.

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Bharti, Teena. "People Need People". W Advances in Business Information Systems and Analytics, 144–70. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-4038-0.ch007.

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Relationships are an unavoidable part of life, and yet can be a prospective source of pressure at workplace or organizations. In organisations, performance, delivery, and efficiency are required, often from mere acquaintances. To perform better, individuals need to work on trust and a strong establishment of noble working connections. The fundamental interpersonal relations orientation-behavior (FIRO-B) instrument focuses on these needs, distinguishing the drivers basic to the practices that shape connections for people inside an association. This chapter, therefore, deals with various aspects of the interpersonal relationship and why there is a need to emphasize on these particular areas.

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Olowookere, Kehinde, i Katherine Sang. "The Human Resources Management Function". W Enterprise and its Business Environment. Goodfellow Publishers, 2016. http://dx.doi.org/10.23912/978-1-910158-78-4-2913.

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Organizations come in different shapes and sizes, from small convenience stores to large multinationals. However, one common element found in any organization, regardless of size, shape or purpose is people, otherwise known as human resources (HR). Organizational success is largely dependent on such human resources (Petrone, 2014). As Petrone argues, a company is only as strong as its people. People construct organizational goals, bring creativity, skills and competencies, and largely make up the organization. Organizations, however, need to manage their people. Indeed managing HR is a fundamental part of the relationship between an organization and its people. The Human Resource Management (HRM) function is often given this responsibility in organizations. Torrington et al. (2005) define HRM as a continuous balancing act between fulfilling an organization’s goals and objectives, and those of employees. Effective management of HR should merge the needs of individuals with the demands of the organization. This chapter will examine the particular ways through which the HRM function achieves these objectives.

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Cook, Cameron, Heather Shimon, Sarah Stevens, Trisha L. Adamus i Clare Michaud. "People Who Need Data People". W Advances in Library and Information Science, 45–60. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-9702-6.ch003.

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UW-Madison has a thriving community of support around research data management and sharing, computational skills, and research reproducibility which are all building blocks for supporting campus data science needs. Support is provided through many campus organizations such as the Center for High Throughput Computing, the Research Cyberinfrastructure Initiative, Research Data Services, the Data Science Hub, and more. However, informal and formal interviews with researchers at UW-Madison have shown that as the campus invests in technological solutions and infrastructure to address common research bottlenecks, researchers are less limited by access to data and computing resources, but rather the knowledge to find, understand, and use those tools effectively. Specifically, researchers need “data people,” or people who can help them address these knowledge-based needs, who can fill in gaps in research support, who can advocate for their needs across campus silos, and who can build broad networks of relationships across campus to facilitate a better support experience.

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Skiba, Łukasz. "Impact of Organizational Changes on Need to Manage Employee Engagement". W People in organization. Selected challenges for management, 15–45. AGH University of Science and Technology Press, 2021. http://dx.doi.org/10.7494/978-83-66727-57-1_1.

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"Competitive Advantage/Conclusion". W Advances in Human Resources Management and Organizational Development, 176–90. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0240-3.ch014.

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The five point Hughes Value Creation Model for Organizational Competitive Advantage or the Five Values Model draws on many fields of study including psychology, education, human resource management, human resource development, strategic technology management, management, and engineering. All of these fields intersect within the workplace, primarily through people and technology development. Understanding the links between people and technology development and value creation allows organizations to extend their competitive advantage in ways not previously considered. People and technology embody the value chain as organizations seek to succeed in a global marketplace. However, the need for this model is determined by its users since no organization is the same. This model represents a comprehensive, theoretical, yet operational model that can be used to explain and illustrate value for organizations. It is robust, clear, easy to follow, and fills organizational needs. However, the need is determined by its users since no organization is the same.

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Mishra, Anurag. "Do Organizations Need Emotionally Intelligent Leadership at the Workplace?" W Leadership - New Insights [Working Title]. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.100294.

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Organization is a group of people who are joining together to perform specific tasks. Every organization has a different set of policies and practices which an individual needs to follow. An organization includes teams and team members who have to perform specific tasks on a daily basis. People have to perform their work by proper communication, trust and integrity. Due to lack of these three attributes, conflicts arise among the team members which cause the conditions of anxiety, depression, anger and mood variation, improper response to top management, counter productivity and errors in tasks performance. To overcome such a situation, there is a need for an appropriate style of leadership which can help teams to perform well. The performance of a team depends upon the nature of leadership styles. The kind of leadership style adopted by leaders is sometimes not appropriate completely. To apply appropriate leadership in a particular situation, there is a need to be emotionally intelligent at the workplace. I would like to build a proper relationship between how the traits of Emotional Intelligence will influence positively on the leadership efficiency in organizations. Key findings of the study have focused on the impact of emotional intelligence on organizational growth. The given model has recommended that people with high emotional intelligence can build effective communication, trust and integrity in a team. The attempt has also been made to build a relationship between emotional intelligence and the nature of leadership styles to be adopted in organizations. The finding suggested that transformational style of leadership should be encouraged in an organization. The study of the mentioned topic will help in understanding individual and collective behavior and its effect on the quality of work.

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Juneja, Divya, i Sukhjeet Kaur Matharu. "People Side-Up". W Cases on the Resurgence of Emerging Businesses, 37–46. IGI Global, 2023. http://dx.doi.org/10.4018/978-1-6684-8488-3.ch003.

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The case is all about a company called TaskUs and how its founders have created a whole new setup for BPO organizations that is changing the rules of the game. With their innovative approaches, the founders Bryce Maddock and Jaspar Weir created a value centric work culture that includes striving for excellence, believing that teamwork makes dreams work, inspiring others by believing in yourself, working hard, and being ridiculous. With its beautiful, culture-driven ambience and amazing office aesthetics, the founders have redefined the BPO for the needs of 21st-century youth. The case highlights the journey of Bryce and Jaspar, elaborating on how these high school pals built an award-winning global organization with more than 20,000 employees across the world. It also underlines the role of work culture and people's focus in organization's success. The case can be used with undergraduate, graduate, and startup founders and HR managers to make them understand the concept of organizational culture, and how innovative thinking can change the entire phenomenon of outsourcing work.

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Wynne, Joan T. "“Strong People Don’t Need Strong Leaders”". W The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations, 95–112. Emerald Group Publishing Limited, 2016. http://dx.doi.org/10.1108/s1479-366020160000026006.

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Frisse, Mark E., i Karl E. Misulis. "People". W Essentials of Clinical Informatics, redaktorzy Mark E. Frisse i Karl E. Misulis, 23–28. Oxford University Press, 2019. http://dx.doi.org/10.1093/med/9780190855574.003.0004.

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Virtually every aspect of healthcare delivery and financing requires effective information management skills by almost every member of an organization. Clinical informatics professionals must therefore ensure their information systems meet the diverse needs of patients, families, clinicians, clinical support staff, and administrators. Focused on care of the individual, clinical information systems should enhance the coordination and collective efforts of these groups. When seeking solutions, clinical informatics professionals must contemplate the needs of each of the stakeholder groups and understand how decisions in data representation, collection, transmission, and aggregation can affect immediate care and long-term administrative, public health, policy, and research needs.

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Streszczenia konferencji na temat "People in Need (Organization)"

Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change". W Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.

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Lins, Saulo de Oliveira, i Mauricio Johnny Loos. "The importance of remuneration policy in motivating and retaining professionals in organizations". W I Seven International Engineering Congress. Seven Congress, 2024. http://dx.doi.org/10.56238/seveniengineering-031.

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In organizations, the main active capital, asset or wealth, are people. In addition to investments in machines, equipment, raw materials, methods and processes, organizations need to invest in their main differentiator for success, in their workforce, in their talents with the capacity for transformation and overcoming. As the main mainspring and driving force within any organization are people, they are the ones who make the other resources of an organization function with quality. They are the agents of transformation and should be the main investment of entrepreneurs.

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Khan, Haroon. "Disruptive Innovation in People Development". W ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210933-ms.

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Abstract "People are our biggest assets" is a common statement by top leaders however in their entity balance sheet people are listed as expenses which can be reduced, replaced or even eliminated. In current processes, people could face disciplinary actions when their attendance shows they have less worked hours. The typical HR doesn't consider even if they work close to burnout daily. On the other hand low productive employee has no HR issues if they meet clock in and clock out requirements. Effective processes are not used to identify learning needs and provide just in time effective learning solutions. People are sent to external (vendor) trainings and they return unchanged. The trust level in the organization is low. A visible generation gaps where the leadership is unable to capitalize on next generation for collective organizational success. In order to truly engage current work force, we need to re-think beyond current practices and bring new concepts to transform an organization as competent, dynamic & outcome focused. One of the concept of this transformation journey is to replace organization structure from functional to project based. Departments and functions or divisions are to be converted to projects and each year projects are awarded as yearly goals based on company strategy. Employees are assigned to projects to complete them as one team. The progress and performance of employees is monitored through the appraisal system not only by the success of the assigned goals but the active participation and contribution of any employee in those project goals. Job titles are eliminated and people work under project titles to enhance collaboration and flexibility. Job descriptions are replaced by competencies. Each project is created based on required resources, competencies and minimum required hours which are validated to ensure employees are fully occupied & engaged. Flexible working hours are introduced keeping required collaboration and project effectiveness. "Skill Trade" concept is introduced where employees will utilize 20 hours per month to learn competencies to enhance their projects. By introducing skill trade, people will learn from each other (coaching & mentoring) in their areas of passion and to improve their projects. Boosting employee productivity by removing time bound barriers and it will enhance employee collaboration, engagement, commitment & competence.

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Jorovlea, Elvira. "Some factors of organizational behavior in the formation of bidirectional relations". W 26th International Scientific Conference “Competitiveness and Innovation in the Knowledge Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/cike2022.10.

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People need to understand, anticipate, and influence the behavior of others in the workplace. Employees want to understand why certain events occur, what to expect in the future, in order to activate as efficiently as possible and benefit from the best results. The field of organizational behavior provides a scientific basis, which helps to improve anticipation of events in organizations under certain conditions. Identifying and explaining these events is more complex, because employee decisions and actions are driven by a multitude of factors and therefore require a specific response. Or, to the extent that a behavior can be explained and anticipated, it can also be influenced. If we enumerate and analyze the factors of organizational behavior, we will start from the idea that in the work process takes place the interaction between people, between organizational and technological structures, the elements being influenced by the external environment, and they, in turn, influence this. medium. Therefore, human nature, the nature of the organization, technology, the external environment are the factors that determine organizational behavior. We note, therefore, that organizational behavior means the study of human behavior, attitudes, and performance in the organizational environment. The study is based on the theory, methods and principles of disciplines such as psychology, sociology, cultural anthropology, etc. with which information is accumulated about individual perceptions, values, learning abilities and actions while working in groups and throughout the organization. Organizational behavior analyzes the effects of the external environment on the organization and its human resources, missions, objectives and strategies.

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Hrast, Nomi, i Tjaša Štrukelj. "Sustainable Organisations to Implement the Strategic Concept of Sustainability". W 7th FEB International Scientific Conference. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.epf.3.2023.40.

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Achieving the goals of sustainable development is only possible by representing the interests of all the organization’s stakeholders. The purpose of the article is to show that for the competitive flourishing of the economy and the achievement of a just society, we must direct socio-economic trends to the concept of equal fulfilment of the interests of organizations and the economy, people and society, and nature and the natural environment. Using a qualitative methodological approach and limitation to a case study of a public organization, our research results showed that to implement such a concept of sustainability, we need sustainable organizations that are committed to sustainable development with a sustainable vision, mission, purpose, (fundamental) goals, strategic directions, and strategies.

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Dіulherova, Anastasiia, i Olha Baidarova. "Features of the volunteer organizations management in the direction of assisting the military in conditions of war". W Sociology – Social Work and Social Welfare: Regulation of Social Problems. Видавець ФОП Марченко Т.В., 2023. http://dx.doi.org/10.23939/sosrsw2023.122.

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Background: The volunteer movement in Ukraine, which has always intensified in times of greatest threat, has since February 24, 2022, accumulated the efforts of volunteers, directing all their efforts to help the army. This has led to an increase in the number of volunteer organizations helping the military. The social demand and the needs they respond to set high expectations for volunteers. In such circumstances, volunteer organizations must pay special attention to the organization of volunteer activities. The question arises: how do volunteer organizations working to help the military cope with the risks and challenges that have arisen in connection with a full-scale war? The lack of qualitative knowledge about how they organize activities, engage volunteers, and keep them motivated, what are the peculiarities of communication and evaluation of their work, etc. determines the applied significance of the study, the results of which are reflected in the abstracts. Objective: To find out the peculiarities of management of volunteer organizations in the field of assistance to the military in war and to identify ways to strengthen their organizational capacity. Methods: The research was qualitative in nature. The theoretical method of the study was to analyze documents on the topic of volunteer management. The main method of empirical research was a structured interview with representatives of volunteer organizations working to help the military, aimed at studying: the content of volunteers' work, the risks of working in war, the difficulties of conducting activities, the peculiarities of volunteer management, assessment of the organization's capacity and ways to strengthen it. To process the results, we analyzed and compared the content of the respondents' answers. Results: Volunteer organizations working to help the military are different from others and have their own special internal organization. During the war, they faced a number of challenges, the answer to which is determined by the specifics of volunteer management of different types of organizations. The article reveals differences in the work of old (those that functioned before the full- scale invasion) and newly created volunteer organizations. The key factors that weaken the capacity of a volunteer organization include internal (misconceptions about management, in particular, about engaging volunteers in work, organizing their activities and motivation, ignoring the risks of burnout, insufficient communication with former volunteers, etc.) and external (decline in active involvement of volunteers, people's distrust of the organization and the organization – of the state authorities, legal insecurity of volunteers, funding risks, chronic stress). Conclusion: Since the outbreak of full-scale war, the activities of organizations that help the military have changed dramatically, and these changes can be recorded in a certain sequence: 1) a new stage of development; 2) a decline in activity (a decrease in the number of contributions and people); 3) transformation of approaches to volunteer management, including resource mobilization. Volunteer organizations, regardless of their type, need to strengthen their capacity in such areas as developing internal policies, facilitating strategic planning, developing an organizational structure, and maintaining staff motivation and development. Older and younger organizations have different needs for strengthening their advocacy and communication capacities. One of the ways to strengthen the organizational capacity of volunteer organizations can be training aimed at overcoming false stereotypes about volunteer management. Keywords: volunteer activity, volunteer management, war, volunteering to help the military.

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Chang, Chun-Yu Wu. "From Nonprofit Organization to Social Enterprise - Case Study of Taiwan Lifeline International". W Japan International Business and Management Research Conference. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/jibm.v1i1.227.

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The purpose of this study aims to explore the possibilities of Taiwan Lifeline International turning into a social enterprise to remediate the burden of scarce resources. The European and American countries provide their people with good welfare through the support of government resources and policy. However, after several financial recessions, the financial shortfall makes the governments rethink their welfare policy. "Nonprofit organizations" therefore start to play an important role in providing various services to people in need. Governments of different countries constantly provide resources and assistance to nonprofit organizations over the years. By the case study of Taiwan Lifeline International, conclusions with profound insight and some possible solutions can be helpful to nonprofit organizations encountering similar challenges. This study investigates the history of nonprofit organizations in social enterprise. The second part of this study continues with the case study of Taiwan Lifeline International, which provides insights on the challenges and possible solutions of the transformation process from nonprofit organizations to social enterprise.

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Paunescu, Marius. "MILITARY EDUCATION AND TRAINING ON INFORMATION AGE. THE SMARTBOOK'S TOOL". W eLSE 2015. Carol I National Defence University Publishing House, 2015. http://dx.doi.org/10.12753/2066-026x-15-070.

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The development of communications and especially the emergence of the internet have generated significant changes in terms of access and use of information. Since the unprecedented diversification and development of the information capabilities, the cyberspace has been accumulated a very high importance in the knowledge process of every domain. Due to these developments, nowadays the information doubles every five years and, in the future, the tempo is still increasing. In this context, at the military organization level, these new developments stress the need to find different ways to put in practice the "need to know" and "information dominance" principles. The need for "the information dominance" requires reach and sound knowledge for a extensive number of people within an organization, while "the need to know" works in exactly the opposite way - restrict the number of people who have access to knowledge by classifying information. Contemporary crisis responses and conflict prevention activities request to decision-makers to have the ability to find solutions in more responsive ways and with maximum flexibility and agility. All these qualities have to emerge from a comprehensive evaluation of information. In other words, today, there is less important for a military organization to concentrate effort to restrict access to information, but is decisive to ensure information availability for a better intelligence production which may create better premises for suitable results. For the reason that in the era of knowledge, information sharing is more fruitfully for a military organization than information keeping, this study explores, in comparison, how USA and Romania have been adapting its information techniques to the contemporary era.

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"Problem of the Organization of Complex Psychosocial Rehabilitation of the Disabled People Living in Psychoneurological Inpatient Institutions". W Congress on mental health meeting the needs of the XXI century. Gorodets, 2016. http://dx.doi.org/10.22343/mental-health-congress-compendium330-333.

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Hwan Kim, Ki, Eun Sung Choi, Young Jin Kang i Seok Chan Jeong. "Cyber Rehabilitation for the Elderly with Mild Cognitive Impairment". W Intelligent Human Systems Integration (IHSI 2024) Integrating People and Intelligent Systems. AHFE International, 2024. http://dx.doi.org/10.54941/ahfe1004494.

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The World Health Organization (WHO) predicts that by 2050, the proportion of people over the age of 60 will double. As a result, there is a growing need for digital therapy for geriatric patients with Mild Cognitive Impairment (MCI). This paper introduces a platform designed to facilitate MCI examination, user response judgment, and real-time content control for the elderly with MCI. This paper employing techniques such as You Only Live Once (YOLO) and eye tracking to minimize user intervention, this system has demonstrated a user response judgment accuracy of 90% or higher for 100 elderly individuals with MCI. Additionally, the platform achieved a content control function accuracy of 95% based on reaction judgment and a content matching suitability rate exceeding 90%.

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Raporty organizacyjne na temat "People in Need (Organization)"

Tipton, Emma, Lauren White i Paul Higgins. Framework for the Advancement of Inclusion, Equity, and Justice in the Weather, Water, and Climate Enterprise. American Meteorological Society, październik 2022. http://dx.doi.org/10.1175/framework-for-equity-inclusion-justice-2022.

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Ethics and justice are central to advancing humanity and the human experience. An ethical and just world is the best possible world. Active effort encompassing all aspects of society, including the sciences, is almost certainly needed in order to achieve such a world. Moreover, the rate and breadth of scientific advancement and the societal benefits that result from science also depend on the promotion of inclusion, equity, and justice (IEJ). The framework developed here aims to 1) affirm the need for urgent cultural change toward a more inclusive, equitable, and just community; 2) honor, welcome, and serve all; 3) recognize and dismantle racist and inequitable systems and structures that have excluded, marginalized, or ignored people and communities; 4) promote a shared vision of success in IEJ for the WWC enterprise; 5) promote the inclusion of people from all groups within the enterprise and the equitable sharing of the benefits from science among all people; 6) inspire and enable all members of the enterprise to actively advance IEJ; 7) provide guidance, support, and resources to enable efforts across all levels of organization to advance IEJ; and 8) demonstrate a commitment to progress over the long term.

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Brookes, Naomi, Jacqui Glass, Armando Castro, Giorgio Locatelli i Gloria Oliomogbe. Eliminating modern slavery from projects. Association for Project Management, grudzień 2020. http://dx.doi.org/10.61175/qpho6169.

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Modern slavery involves the recruitment, movement, harbouring or receiving of people through any means for the purpose of exploitation. It is an extensive problem and one that causes immense human suffering. International Labour Organization figures suggest that there are 24 million victims of modern slavery or forced labour around the world at any one time, with a substantial proportion of these working on project-related activities. Modern slavery causes reputational risk to organisations from the perspective of customers and investors. In the UK, it is now subject to specific legislation. The damage and costs of legal action and compensation to victims of modern slavery can be crippling. Projects are particularly susceptible to modern slavery as they have complex flows of materials and labour that need to be constantly reinvented for each unique project context.

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Homan, Rick, i Catherine Searle. Programmatic implications of a cost study of home-based care programs in South Africa. Population Council, 2005. http://dx.doi.org/10.31899/hiv14.1001.

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The HIV/AIDS epidemic has meant that an increasing number of chronically ill people need ongoing assistance with care and support. Programs providing home-based care (HBC) services are a key component of the response to HIV/AIDS. However, few programs are using operations research, including cost studies, to decide what services to provide and how to structure their services. In 2004, the Horizons Program undertook a study of six HBC programs from different South African provinces to provide key information to NGOs, government ministries, donors, and the programs themselves to inform decisions about service delivery. The study analyzed the cost of HBC services, the best use of resources, and how well programs are able to meet the needs of beneficiaries and their families. The sample represents programs that operate in rural areas and informal settlements. This brief focuses on the coverage, organization, volume, and costs of the services and on findings from two of the methods of data collection: financial records and service statistics, and interviews with financial officers, program managers, and caregivers.

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Jameel, Yusuf, Carissa M. Patrone, Kristen P. Patterson i Paul C. West. Climate–poverty connections: Opportunities for synergistic solutions at the intersection of planetary and human well-being. Project Drawdown, marzec 2022. http://dx.doi.org/10.55789/y2c0k2p2.

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Addressing climate change and improving the well-being of people experiencing extreme poverty—two grand challenges of the 21st century—must occur simultaneously and, ideally, synergistically. These two inextricably intertwined issues will shape the well-being of humanity for the rest of the century and beyond. People living in extreme poverty are more vulnerable to natural disasters and commonly live in regions that have been and are projected to be most impacted by climate change. Unfortunately, the benefits of addressing climate change in ways that simultaneously improve the human well-being (HWB) of people living in extreme poverty are commonly overlooked—despite their promise to yield substantial socioeconomic, health, equity, ecological, and biodiversity gains. This report highlights evidence of the co-benefits to HWB of proven climate mitigation solutions. It showcases areas of greatest need for funders, policymakers, nongovernmental organizations (NGOs), and other decision-makers to act and drive approaches to meet climate, development, and HWB needs while boosting prosperity for rural communities, especially in sub-Saharan Africa (SSA) and South Asia. The world should not have to choose among sustainable development, poverty eradication, climate mitigation, and climate adaptation; win-win solutions are at hand.

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Iatsyshyn, Anna V., Iryna H. Hubeladze, Valeriia O. Kovach, Valentyna V. Kovalenko, Volodymyr O. Artemchuk, Maryna S. Dvornyk, Oleksandr O. Popov, Andrii V. Iatsyshyn i Arnold E. Kiv. Applying digital technologies for work management of young scientists' councils. [б. в.], czerwiec 2021. http://dx.doi.org/10.31812/123456789/4434.

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The publication explores the features of the digital technologies’ usage to organize the work of the Young Scientists’ Councils and describes the best practices. The digital transformation of society and the quarantine restrictions caused by the COVID-19 pandemic have forced the use of various digital technologies for scientific communication, the organization of work for youth associations, and the training of students and Ph.D. students. An important role in increasing the prestige of scientific activity and encouraging talented young people to participate in scientific projects belongs to the Young Scientists’ Councils, which are created at scientific institutions and higher education institutions. It is determined that the peculiarities of the work of Young Scientists’ Councils are in providing conditions for further staff development of the institution in which they operate; contribution to the social, psychological and material support of young scientists and Ph.D. students; creating an environment for teamwork and collaborative partnership; development of leadership and organizational qualities; contribution to the development of digital competence. The advantages of using electronic social networks in higher education and research institutions are analyzed, namely: general popularity and free of charge; prompt exchange of messages and multimedia data; user-friendly interface; availability of event planning functions, sending invitations, setting reminders; support of synchronous and asynchronous communication between network participants; possibility of access from various devices; a powerful tool for organizing the learning process; possibility of organization and work of closed and open groups; advertising of various events, etc. Peculiarities of managing the activity of the Young Scientists’ Council with the use of digital technologies are determined. The Young Scientists’ Council is a social system, and therefore the management of this system refers to social management. The effectiveness of the digital technologies’ usage to manage the activities of the Young Scientists’ Council depends on the intensity and need for their use to implement organizational, presentation functions and to ensure constant communication. The areas to apply digital technologies for the work managing of Young Scientists’ Councils are sorted as the presentation of activity; distribution of various information for young scientists; conducting questionnaires, surveys; organization and holding of scientific mass events; managing of thematic workgroups, holding of work meetings. It is generalized and described the experience of electronic social networks usage for organizing and conducting of scientific mass events.

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Andrews, Matt. Getting Real about Unknowns in Complex Policy Work. Research on Improving Systems of Education (RISE), listopad 2021. http://dx.doi.org/10.35489/bsg-rise-wp_2021/083.

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As with all public policy work, education policies are demanding. Policy workers need to ‘know’ a lot—about the problems they are addressing, the people who need to be engaged, the promises they can make in response, the context they are working in, and the processes they will follow to implement. Most policy workers answer questions about such issues within the structures of plan and control processes used to devise budgets and projects. These structures limit their knowledge gathering, organization and sense-making activities to up-front planning activities, and even though sophisticated tools like Theories of Change suggest planners ‘know’ all that is needed for policy success, they often do not. Policies are often fraught with ‘unknowns’ that cannot be captured in passive planning processes and thus repeatedly undermine even the best laid plans. Through a novel strategy that asks how much one knows about the answers to 25 essential policy questions, and an application to recent education policy interventions in Mozambique, this paper shows that it is possible to get real about unknowns in policy work. Just recognizing these unknowns exist—and understanding why they do and what kind of challenge they pose to policy workers—can help promote a more modest and realistic approach to doing complex policy work.

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Hayes, Anne M. Assessment as a Service Not a Place: Transitioning Assessment Centers to School-Based Identification Systems. RTI Press, kwiecień 2020. http://dx.doi.org/10.3768/rtipress.2020.op.0064.2004.

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The World Health Organization and World Bank (2011) estimate that there are more than 1 billion people with disabilities in the world. To address this population’s diverse needs, the United Nations drafted their Convention on the Rights of Persons with Disabilities (CRPD) in 2006. Article 24 (Education) of the CRPD requires ratifying countries to develop an inclusive education system to address the educational needs of students with disabilities alongside their peers without disabilities. Despite substantive improvements and movement toward inclusive education, many low- and middle-income countries (LMICs) continue to struggle with accurately identifying and supporting students with disabilities, including knowing how to effectively screen, evaluate, and qualify students for additional services (Hayes, Dombrowski, Shefcyk, & Bulat, 2018a). These challenges stem from the lack of policies, practices, and qualified staff related to screening and identification. As a result, many students with less-apparent disabilities—such as children with learning disabilities—remain unidentified and do not receive the academic supports they need to succeed in school (Friend & Bursuck, 2012). This guide attempts to address the lack of appropriate, useful disability screening and identification systems and services as countries look to educate all students in inclusive settings. Specifically, this guide introduces viable options for screening and identification related to vision, hearing, and learning disabilities in inclusive classrooms in LMICs. It also provides guidance on how LMICs can transition from an assessment-center model toward a school-based identification model that better serves an inclusive education system.

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DeJong, Jocelyn. A question of scale? The challenge of expanding the impact of non-governmental organisations' HIV/AIDS efforts in developing countries. Population Council, 2001. http://dx.doi.org/10.31899/hiv2001.1003.

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There are currently more than 36 million people living with HIV/AIDS globally, and in 1999 5.3 million individuals were newly infected with the virus. AIDS activities initiated by nongovernmental organizations (NGOs) have been highly influential on thinking and strategies found within the HIV/AIDS sector. Yet NGOs often experience particular difficulties in increasing the scale of their activities to reach larger numbers of people, to have an impact at levels higher than the community, and to address the broader social determinants of HIV/AIDS. Perceiving the urgent need for NGOs to expand the scale of their activities in the face of an escalating epidemic, Horizons and the International HIV/AIDS Alliance launched an initiative to examine the nature of the challenge to scale up in the context of HIV/AIDS internationally. This publication was prepared as part of this initiative and addresses the specific challenge of deliberately increasing the scale of HIV/AIDS prevention, care, and support programs in developing countries.

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Black, Richard, Joshua Busby, Geoffrey D. Dabelko, Cedric de Coning, Hafsa Maalim, Claire McAllister, Melvis Ndiloseh i in. Environment of Peace: Security in a New Era of Risk. Stockholm International Peace Research Institute, maj 2022. http://dx.doi.org/10.55163/lcls7037.

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The environmental crisis is increasing risks to security and peace worldwide, notably in countries that are already fragile. Indicators of insecurity such as the number of conflicts, the number of hungry people and military expenditure are rising; so are indicators of environmental decline, in climate change, biodiversity, pollution and other areas. In combination, the security and environmental crises are creating compound, cascading, emergent, systemic and existential risks. Without profound changes of approach by institutions of authority, risks will inevitably proliferate quickly. Environment of Peace surveys the evolving risk landscape and documents a number of developments that indicate a pathway to solutions––in international law and policy, in peacekeeping operations and among non-governmental organizations. It finds that two principal avenues need to be developed: (a) combining peace-building and environmental restoration, and (b) effectively addressing the underlying environmental issues. It also analyses the potential of existing and emerging pro-environment measures for exacerbating risks to peace and security. The findings demonstrate that only just and peaceful transitions to more sustainable practices can be effective––and show that these transitions also need to be rapid.

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Olson, Hannah, Madeleine Haas i Megan L. Kavanaugh. State-Level Contraceptive Use and Preferences: Estimates from the US 2022 Behavioral Risk Factor Surveillance System. Guttmacher Institute, marzec 2024. http://dx.doi.org/10.1363/2024.300488.

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Contraception plays a key role in people’s realization of their sexual and reproductive health and well-being. The factors that shape contraceptive behaviors are complex and dynamic, and there is growing recognition among reproductive health service providers and advocates that contraceptive service delivery must prioritize patients’ values and preferences to help them exercise their reproductive autonomy.1 Similarly, research and public health surveillance systems that measure not only contraceptive use and method selection but also contraceptive preferences are best suited to evaluate service quality and track progress toward meeting the needs of reproductive-aged people. Building on findings from two previous Guttmacher Institute reports describing Behavioral Risk Factor Surveillance System (BRFSS) data on contraceptive use in 20172 and 2019,3 this report uses data from the 2022 BRFSS to provide an expanded set of state-level estimates of contraceptive use and preferences. In 2022, scientists at Guttmacher collaborated with the Centers for Disease Control and Prevention (CDC) to modify existing questions and include additional questions in the BRFSS family planning module. The resulting data set allows analysis not only of people’s primary contraceptive method use but also of multiple method use, overall contraceptive preferences and method-specific contraceptive preferences. Data collection for the 2022 BRFSS occurred during a pivotal time for reproductive health and rights due to the US Supreme Court’s June 2022 ruling in Dobbs v. Jackson Women’s Health Organization, which overturned the federal right to abortion. A wave of restrictive state laws and policies have followed, and as legislation concerning sexual and reproductive health care becomes increasingly politicized, state-level policies are key determinants of the quality and accessibility of contraceptive care.4 In this environment, state-level data, especially on person-centered measures of contraceptive preferences, are of paramount importance in understanding how shifts in reproductive health policy and service delivery are felt in the population. This report finds that contraceptive use is high across all reporting jurisdictions, but there is considerable variation in whether people are realizing preferences for which contraceptives they use or whether to use at all. People who report having used a method that requires some interaction with a provider, for example, are more likely than people using exclusively provider-independent or over-the-counter methods to report their current method as their preferred method of contraception. Throughout this report, we will explore how patterns of contraceptive use and preferences vary by type of method or combination of methods and jurisdiction. Given the elevated barriers to contraception that young people have historically experienced,5,6 we also highlight differences between two age-groups (18–24 and 25–49) where possible.*

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