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This study analyses the choice of government debt managers in the euro area between issuing short-term or long-term debt over the period 1992-2017. Debt managers increased short-term debt issuance in response to higher interest rate spreads and to rising government debt, notably in vulnerable, high-debt countries. Thus, lower longterm rates as a result of ECB's Quantitative Easing (QE) triggered debt managers to focus debt issuance on the long-term end. Moreover, the usual increase in debt maturity when debt rises ceases to operate when QE is active, possibly because markets perceived it as a backstop to the government bond market. However, limited QE experience calls for caution in interpreting the results.

This research investigates how recent approaches to culture management have tacitly assimilated Merton's and Mayo's reformulations of Durkheim's theory of anomie.This reformulation legitimates an instrumental focus upon the need for 'experts' to regulate the means by which naturalized utilitarian ends are pursued by developing culture management practices that aim to (re)integrate the mal-socialized. In contrast to this technocratic approach, we explore how Durkheim's original formulation of anomie, far from accepting utilitarian ends as givens, articulated concerns about the unfettering of egoism he saw to be engendered by the classical liberal free market assumptions at the heart of utilitarianism. How this free market ethos, articulated by recent neoliberal discourses, guides the content and processes of post-bureaucratic culture management manoeuvres is then investigated. This article concludes by showing how, from Durkheim's stance, such managerial processes paradoxically serve to express and propagate the incidence of anomie. In stark contrast, as a means of re-establishing social cohesion as a bulwark against anomie whilst protecting individual freedoms, Durkheim's communitarian agenda emphasized the need to establish an organic solidarity, knowingly agreed by all on an equal basis, thereby potentially legitimating a more democratic approach to organizational governance that has contemporary relevance.

Tenth Annual Acquisition Research Symposium Acquisition Management ; Disclaimer: The views represented in this report are those of the authors and do not reflect the official policy position of the Navy, the Department of Defense, or the federal government. ; Excerpt from the Proceedings of the Tenth Annual Acquisition Research Symposium Acquisition Management ; Naval Postgraduate School Acquisition Research Program ; Prepared for the Naval Postgraduate School, Monterey, CA ; Naval Postgraduate School Acquisition Research Program ; Approved for public release; distribution is unlimited.

The existence of schools is one component in supporting the goals of national education, where educational tasks can actually be categorized into "managerial" tasks which are managed by education managers assisted by education personnel in various fields of expertise. This shows that the sustainability of educational institutions cannot be separated from the applied managerial system. The application of management patterns both institutionally and with good resources will lead to an educational institution that is able to keep up with environmental changes.

Abstract
Security is a system of interrelated elements that interact with each other and must be effectively managed. At the same time, security is one of the key areas of administrative activity. Nowadays, an integrated approach to the development process in the context of shaping local security policy becomes extremely important. Integrated management is based on a territorial-functional approach and exposes mutually balanced links between the economic, social and environmental systems of which security is a common element.

AbstractThe literature on total quality management or continuous quality improvement in the behavioral health care field is just beginning to emerge. Although most of the evidence on its effectiveness remains anecdotal, it seems clear that it can work in behavioral health care organizations with strong leadership support and a long‐term commitment.