Suchergebnisse

Volltext // Exemplar mit der Signatur: München, Bayerische Staatsbibliothek -- Bavar. 5175 s#Beibd.1

An exploration through a case example ;o';&ahe,unegrtginties of results associated with even.thp,mosk carefully designed.:& j executed evaluation of an action demonstration program. 'Realistic appraisal of the uncertainties attached to evaluative efforts is important if public officials, admin'ors, & soc sci'ts are to collaborate without disillusionment in obtaining 'hard data' to support changes in soc policy to improve standards of health, educ, & welfare in the US. The case of the -Weekend Rangers Program,' part of the federally supported Boston Youth Opportunities Project & designed to prevent & control JD'cy, is used. A pretest-posttest control group design was adopted to evaluate the project. 84 M's between the ages of 13.5 & 16 under formal or informal supervision of the Juvenile Courts in Roxbury, North Dorchester, & Charlestown sections of Boston at the time of recruitment, stratified by race & probationary status, were randomly assigned to exp'al & control groups. Police record data on the probationer pop were collected. Reporting & monitoring systems, proceedings of staff orientation sessions, & testimonies of participants, camp personnel, & res staff yielded descriptive data on the program as actually implemented. Comparison of 27 treated probationers with 26 probationers serving as controls via fixed-effect, 2-way analysis of variance, using pretest scores as covariate adjustors, gave statistical evidence that the Weekend Rangers Program had no impact-positive or negative-on the value orientations, att's, or self-concept of the treated probationers. Neither race by itself nor race & treatment interacting showed any measurable effects. While group diff's in volume of offenses committed 3 months during the program & in seriousness of offenses committed 6 months after the program came close to the 10% signif level, the diff's in volume of offenses committed 6 months after the program dropped to chance level. Findings are discussed & the importance of exp'tion & evaluation in soc change programs is affirmed. Massive subsidization may be necessary. 5 Tables. M. Maxfield.

A rethinking of management educ in GB is suggested to discover more precisely what a manager's job consists of & how his educ & training may be tailored to fit. management educ in the past has been found unsatisfactory for a number of reasons, eg, a lack of systematic training within the Co in step with the development of the manager himself, the remoteness of both outside & Co courses from experience (a clash of theory with practice) & actual working needs. There has been over-concentration on the techniques of training at the expense of a thorough revision of the content of that training, with the object of keeping the formal educ of a manager rigorous & up to date. It is stated that in the last few yrs the British gov has taken a livelier interest in the educ of future managers & the recently endowed & founded business Sch's, notably London & Manchester, have set up a sharp pace. Gradually attention is being paid to techniques imported from the US, eg, participatory classroom techniques. No simulated situation can ever be an adequate substitute for experience, but it provides a connection between what is taught & what is done in practice. Several books on management educ are cited. The apparent failure of the management press to implant an understanding of management control techniques, including the value of electronic data processing, in the minds of executives who make the key decisions about methods & applications is noted. management journals & textbooks are examined in this context. There should be more courses aimed at particular problems of particular types of jobs. Further, some revision is needed in the decision-making as to what type of manager should be sent on a particular course. Managers at the same `level' in a Co do not necessarily have the same training needs, except perhaps in certain internal courses of the Co. Greater use of audio-visual teaching aids is recommended both in routine training & conferences of senior managers. Finally, little or no res has yet been done into the effects of management educ & training. More res is urged. An indigenous management literature is developing in GB, which is indicating that a new phase in British management educ has begun. Modified HA.

The typescript remarks of Chairman Raymond Nakai at the introduction of Robert F. Kennedy, as presented at the Navajo Civic Center in Window Rock on March 29, 1968. Nakai addresses the celebration of the 100 year anniversary of the signing of the peace treaty between the Navajo Tribe and the United States Government. He emphasizes the importance for additional work to be done by the U.S. Government in support of the educational needs of the Navajo Nation. BIOGRAPHICAL NOTE: The Raymond Nakai Collection contains material documenting his activities as Chairman of the Navajo Nation from 1963 - 1971. He was responsible for the founding of Navajo Community College and helped legitimize The Native American Church. The collection consists of speeches, correspondance, photographs, scrapbooks, news clippings, and reports.

The responsibilities for good practice in pest control is share among the general public, government agencies, and industry. The responsibilities appropriate to each of these groups is discussed in some detail, particularly in regard to the growing pest control industry in the U.S., and in particular, those within the industry who control wildlife damage. Among topics discussed are sanitation and other non-chemical means of pest management and control, guides to the safe use of pesticides, and the labeling of service containers (e.g., bait stations).